Article in the latest issue of marketing management, American Marketng Association
http://www.marketingpower.com/ResourceLibrary/Publications/MarketingManagement/2008/17/3/MMMayJune08Crosby.pdf
Showing posts with label Branding. Show all posts
Showing posts with label Branding. Show all posts
Friday, August 29, 2008
Tuesday, August 26, 2008
Brave and Confident Brands
Characteristics
1. The brand can actually back the claim it is making.
2. The brand is willing to focus on values and insights tat bring the brand alive rather than just bringing in revenue.
3. The brand creats an idea that theoretically goes against the category theme.
Of course a brand cannot be deeded confident or brave on the basis on one campaign.
Companies have to make that confidence and boldness an aspect of their business model.
Mint, 27 August 2008
www.livemint.com
1. The brand can actually back the claim it is making.
2. The brand is willing to focus on values and insights tat bring the brand alive rather than just bringing in revenue.
3. The brand creats an idea that theoretically goes against the category theme.
Of course a brand cannot be deeded confident or brave on the basis on one campaign.
Companies have to make that confidence and boldness an aspect of their business model.
Mint, 27 August 2008
www.livemint.com
Monday, August 25, 2008
Beating the Odds of Brand Growth
Some mature brands grew through innovating product formulas, others through repositioning.
Packaging innovation alone could make a difference.
Innovate around your core and shout about it, and you're likely to unleash growth potential.
Updated Study in 2008
Learning from the lucky thirteen
Brandweek 05/26/08
by John Blasberg and Ivan Hindshaw
There are two strategic steps that, year after year, have been proven to help brands outperform their competitors. It can't be all that difficult to remember two of anything, and yet we consistently see so many companies fail to stick to those two steps.
1. Don't let the wrong innovations slip through
2. Have ongoing commitment to the post-launch through advertising.
You have to shout your innovation
References
Beating the Odds of Brand Growth
by John Blasberg and Vijay Vishwanath
http://www.bain.com/bainweb/publications/publications_detail.asp?id=12288&menu_url=publications_results.asp
For more detailed reading
Harvard Business Review, by John Blasberg and Vijay Vishwanath June 2003.
Learning from the lucky thirteen
Brandweek 05/26/08
by John Blasberg and Ivan Hindshaw
http://www.bain.com/bainweb/publications/publications_detail.asp?id=26424&menu_url=publications%5Fresults%2Easp
Packaging innovation alone could make a difference.
Innovate around your core and shout about it, and you're likely to unleash growth potential.
Updated Study in 2008
Learning from the lucky thirteen
Brandweek 05/26/08
by John Blasberg and Ivan Hindshaw
There are two strategic steps that, year after year, have been proven to help brands outperform their competitors. It can't be all that difficult to remember two of anything, and yet we consistently see so many companies fail to stick to those two steps.
1. Don't let the wrong innovations slip through
2. Have ongoing commitment to the post-launch through advertising.
You have to shout your innovation
References
Beating the Odds of Brand Growth
by John Blasberg and Vijay Vishwanath
http://www.bain.com/bainweb/publications/publications_detail.asp?id=12288&menu_url=publications_results.asp
For more detailed reading
Harvard Business Review, by John Blasberg and Vijay Vishwanath June 2003.
Learning from the lucky thirteen
Brandweek 05/26/08
by John Blasberg and Ivan Hindshaw
http://www.bain.com/bainweb/publications/publications_detail.asp?id=26424&menu_url=publications%5Fresults%2Easp
Saturday, July 19, 2008
Branding is Acqurinig Brainspace
Every business has to invest money in branding. Why? Because branding is creating a recall about the particular product or brand that the business is offering in the brain of the customer whever the customer thinks of the need for the generic product and intends to fulfill the need.
Unless the your product or brand has occupied the space in the brain of the customer, the chance that he will buy your product, when he sees it in the shelf or when a sales man in retail shop recommends it, is low.
So you have to compete for the brain space of the potential customers or users and invest in branding.
Competition for brainspace is as important as competition for shelf space. You need not invest and acquire shelf space if you have not acquired brainspace.
Securities Market Intermediaries also need to compete for brainspace and shelf space.
Unless the your product or brand has occupied the space in the brain of the customer, the chance that he will buy your product, when he sees it in the shelf or when a sales man in retail shop recommends it, is low.
So you have to compete for the brain space of the potential customers or users and invest in branding.
Competition for brainspace is as important as competition for shelf space. You need not invest and acquire shelf space if you have not acquired brainspace.
Securities Market Intermediaries also need to compete for brainspace and shelf space.
Thursday, June 19, 2008
Advertisment and Branding by Investment Banks in 2003
Merrill Lynch brings back the bull for its latest campaign
January 17, 2003
Merrill, the nation's biggest brokerage firm, is introducing a new slogan, ''Total Merrill'' to accompany a push to manage all of its investors' financial needs. The new campaign also brings back the bull -- the first to appear in Merrill's commercials since the mid-1990's.
Boathouse, a two-year-old agency in Dedham, Mass., created the ads.
Merrill has not used a slogan since it dropped ''Be Bullish'' a year ago. Since then, the firm has spent a lot of time and money on damage control.
Merrill ran other ads last fall that addressed the stock market's long slump in sober tones seldom heard from the firm famous for being ''Bullish on America.'' Those ads reflected more accurately the views of the firm's investment strategists, who have been among the most bearish on Wall Street for more than a year.
In the first 10 months of last year, Merrill spent about $60 million on advertising, or about half of the $118 million it spent in all of 2001, according to CMR. Not all of Merrill's competitors took the same tack. Morgan Stanley spent $151 million through October, almost as much as the $160 million it spent in all of 2001, CMR said.
http://query.nytimes.com/gst/fullpage.html?res=9F02E6DD1F31F934A25752C0A9659C8B63
January 17, 2003
Merrill, the nation's biggest brokerage firm, is introducing a new slogan, ''Total Merrill'' to accompany a push to manage all of its investors' financial needs. The new campaign also brings back the bull -- the first to appear in Merrill's commercials since the mid-1990's.
Boathouse, a two-year-old agency in Dedham, Mass., created the ads.
Merrill has not used a slogan since it dropped ''Be Bullish'' a year ago. Since then, the firm has spent a lot of time and money on damage control.
Merrill ran other ads last fall that addressed the stock market's long slump in sober tones seldom heard from the firm famous for being ''Bullish on America.'' Those ads reflected more accurately the views of the firm's investment strategists, who have been among the most bearish on Wall Street for more than a year.
In the first 10 months of last year, Merrill spent about $60 million on advertising, or about half of the $118 million it spent in all of 2001, according to CMR. Not all of Merrill's competitors took the same tack. Morgan Stanley spent $151 million through October, almost as much as the $160 million it spent in all of 2001, CMR said.
http://query.nytimes.com/gst/fullpage.html?res=9F02E6DD1F31F934A25752C0A9659C8B63
Advertising by Investment Banks in 2000
Investment-banking powerhouse Goldman Sachs is in the early stages of a review for its estimated $25 million ad account.
Currently, the business is split among three New York shops: Lowe Lintas & Partners (corporate ads), Doremus (business-to-business) and Mezzina/Brown (recruitment and collateral).
Goldman Sachs has retained Boston-based Pile and Co. to oversee the review, said sources. Key Goldman Sachs players include David May, vice president, director of global marketing communications, Amanda Rubin, vice president, advertising, and project manager Wendy Rosen.
In the past, Goldman Sachs has relied on print advertising in business staples such as The Wall Street Journal. Last year, the company spent more than $13 million on measured media, about double what it spent in 1998, according to Competitive Media Reporting.
A recent Doremus ad touted the company's "market know-how, industry experience and distribution network," and employed the tagline, "Unrelenting thinking."
In 1999, according to CMR, Goldman Sachs rival JP Morgan spent about $20 million, and Salomon Smith Barney, another competitor, spent nearly $50 million.
Goldman Sachs Hires Ogilvy & Mather for Global Branding and Advertising
Aug. 15, 2000
The Goldman Sachs Group, Inc. (NYSE:GS) announced today it has appointed Ogilvy & Mather Worldwide to help manage the Goldman Sachs brand and global advertising. The agency begins work on the account immediately.
"Like Goldman Sachs, Ogilvy & Mather has a global presence and perspective, and we felt they were ideally suited to help us develop a global brand strategy and create the kind of advertising that will support the Goldman Sachs brand worldwide," said David May, Vice President, Director of Global Marketing at Goldman Sachs.
The Goldman Sachs account awarded to Ogilvy & Mather excludes syndicated tombstones, which are handled by Doremus and recruitment communications and advertising, which are handled by Mezzina/Brown.
Goldman Sachs selected Ogilvy & Mather after a review of several advertising agencies. Other finalists were D'Arcy and Mullen Advertising.
Morgan Stanley Dean Witter drops a familiar image to take aim at electronic brokerage firms.
August 28, 2000
Morgan Stanley Dean Witter may still measure success one investor at a time, but the firm has a more urgent message for investors in the Internet age: ''Move your money.'' In a new ad campaign coming this week to newspapers, magazine and TV screens, Morgan Stanley's brokerage unit is dropping the slogan it has used for more than a decade and is centering its $150 million advertising budget on a bolder, blunter approach.
Under the theme ''Well connected,'' the ads take dead aim at the electronic brokerages that have flooded the airwaves with pitches for stock trading at discounted prices. They equate online brokerages with con men and depict investors being led by them onto paths that dead end in the woods.
In the 1980's, Dean Witter briefly used the slogan, ''You look like you just heard from Dean Witter.'' while a defunct competitor used ''When E. F. Hutton speaks, people listen.''
References
Goldman Sachs to Combine Assets By Judy Warner and Andrew McMains,Publication: Adweek, Date: Monday, April 17 2000
http://www.allbusiness.com/marketing-advertising/4189769-1.html
http://findarticles.com/p/articles/mi_m0EIN/is_2000_August_15/ai_64192954
http://query.nytimes.com/gst/fullpage.html?res=9502E1DD1131F93BA1575BC0A9669C8B63
Currently, the business is split among three New York shops: Lowe Lintas & Partners (corporate ads), Doremus (business-to-business) and Mezzina/Brown (recruitment and collateral).
Goldman Sachs has retained Boston-based Pile and Co. to oversee the review, said sources. Key Goldman Sachs players include David May, vice president, director of global marketing communications, Amanda Rubin, vice president, advertising, and project manager Wendy Rosen.
In the past, Goldman Sachs has relied on print advertising in business staples such as The Wall Street Journal. Last year, the company spent more than $13 million on measured media, about double what it spent in 1998, according to Competitive Media Reporting.
A recent Doremus ad touted the company's "market know-how, industry experience and distribution network," and employed the tagline, "Unrelenting thinking."
In 1999, according to CMR, Goldman Sachs rival JP Morgan spent about $20 million, and Salomon Smith Barney, another competitor, spent nearly $50 million.
Goldman Sachs Hires Ogilvy & Mather for Global Branding and Advertising
Aug. 15, 2000
The Goldman Sachs Group, Inc. (NYSE:GS) announced today it has appointed Ogilvy & Mather Worldwide to help manage the Goldman Sachs brand and global advertising. The agency begins work on the account immediately.
"Like Goldman Sachs, Ogilvy & Mather has a global presence and perspective, and we felt they were ideally suited to help us develop a global brand strategy and create the kind of advertising that will support the Goldman Sachs brand worldwide," said David May, Vice President, Director of Global Marketing at Goldman Sachs.
The Goldman Sachs account awarded to Ogilvy & Mather excludes syndicated tombstones, which are handled by Doremus and recruitment communications and advertising, which are handled by Mezzina/Brown.
Goldman Sachs selected Ogilvy & Mather after a review of several advertising agencies. Other finalists were D'Arcy and Mullen Advertising.
Morgan Stanley Dean Witter drops a familiar image to take aim at electronic brokerage firms.
August 28, 2000
Morgan Stanley Dean Witter may still measure success one investor at a time, but the firm has a more urgent message for investors in the Internet age: ''Move your money.'' In a new ad campaign coming this week to newspapers, magazine and TV screens, Morgan Stanley's brokerage unit is dropping the slogan it has used for more than a decade and is centering its $150 million advertising budget on a bolder, blunter approach.
Under the theme ''Well connected,'' the ads take dead aim at the electronic brokerages that have flooded the airwaves with pitches for stock trading at discounted prices. They equate online brokerages with con men and depict investors being led by them onto paths that dead end in the woods.
In the 1980's, Dean Witter briefly used the slogan, ''You look like you just heard from Dean Witter.'' while a defunct competitor used ''When E. F. Hutton speaks, people listen.''
References
Goldman Sachs to Combine Assets By Judy Warner and Andrew McMains,Publication: Adweek, Date: Monday, April 17 2000
http://www.allbusiness.com/marketing-advertising/4189769-1.html
http://findarticles.com/p/articles/mi_m0EIN/is_2000_August_15/ai_64192954
http://query.nytimes.com/gst/fullpage.html?res=9502E1DD1131F93BA1575BC0A9669C8B63
Wednesday, June 18, 2008
Brand Building by Investment Banks in 1999
GOLDMAN SACHS GROUP went public in May 1999 when it sold shares. It is going to go public again, this time with its first global advertising campaign.
Goldman's intent is to define itself as the blue-chip investment bank that listens -- and never gives the same advice twice to its corporate clients. All its advertising will carry the same tag line: ''Unrelenting Thinking.''
Goldman will spend about $10 million on the campaign this year, according to industry experts. The ads, designed by Ammirati Puris Lintas of New York, a unit of the Interpublic Group of Companies, will appear in publications like The Financial Times of London, The Economist, The Wall Street Journal, The New York Times and Business Week.
Merrill Lynch, one of the financial industry's heaviest marketers, introduced a campaign in March that plays down its historic symbol, the bull, in favor of the abstract theme, ''human achievement.'' Merrill plans to spend $75 million on that campaign alone.
Morgan Stanley now uses as its corporate slogan ''We measure success one investor at a time'' -- the ad line of the old Dean Witter, the retail brokerage firm it merged with in 1997. The firm's overall ad spending is estimated by industry experts at more than $200 million.
Reference:
THE MEDIA BUSINESS: ADVERTISING; Goldman Sachs tries something new: promoting itself to the public as a brand worth knowing.
JOSEPH KAHN
New York Times
Published: May 18, 1999
Goldman's intent is to define itself as the blue-chip investment bank that listens -- and never gives the same advice twice to its corporate clients. All its advertising will carry the same tag line: ''Unrelenting Thinking.''
Goldman will spend about $10 million on the campaign this year, according to industry experts. The ads, designed by Ammirati Puris Lintas of New York, a unit of the Interpublic Group of Companies, will appear in publications like The Financial Times of London, The Economist, The Wall Street Journal, The New York Times and Business Week.
Merrill Lynch, one of the financial industry's heaviest marketers, introduced a campaign in March that plays down its historic symbol, the bull, in favor of the abstract theme, ''human achievement.'' Merrill plans to spend $75 million on that campaign alone.
Morgan Stanley now uses as its corporate slogan ''We measure success one investor at a time'' -- the ad line of the old Dean Witter, the retail brokerage firm it merged with in 1997. The firm's overall ad spending is estimated by industry experts at more than $200 million.
Reference:
THE MEDIA BUSINESS: ADVERTISING; Goldman Sachs tries something new: promoting itself to the public as a brand worth knowing.
JOSEPH KAHN
New York Times
Published: May 18, 1999
Wednesday, June 11, 2008
Top 100 Global Financial Services Brands
Brand Finance Plc., London brought out its Top 100 list for 2007.
The information containsRank in year 2007, rank in year 2005, Company and country of domicile
1 2 HSBC UK
2 1 CITI US
3 3 BANK OF AMERICA US
4 5 SANTANDER ES
5 4 AMERICAN EXPRESS US
6 8 BNP PARIBAS FR A
7 10 CHASE US 13
8 7 WELLS FARGO & CO US
9 16 GOLDMAN SACHS US 12
10 11 CREDIT SUISSE CH
11 9 BARCLAYS UK
12 6 UBS CH
13 13 WACHOVIA CORP US
14 17 DEUTSCHE BANK DE 8
15 n/a ICBC CN
16 19 BBVA ES
17 n/a CHINA CONSTRUCTION BANK CN
18 n/a INTESA SANPAOLO IT
19 24 NATWEST UK
20 18 SOCIETE GENERALE FR
21 15 MORGAN STANLEY US
22 n/a BANK OF CHINA CN
23 20 JP MORGAN US
24 32 STANDARD CHARTERED UK
25 26 ING NL
26 28 ROYAL BANK OF SCOTLAND UK
27 27 NATIONAL AUSTALIA BANK AU
28 23 CREDIT AGRICOLE FR
29 21 LLOYDS TSB UK
30 14 MERRILL LYNCH US
31 31 ROYAL BANK OF CANADA CA
32 n/a BANK OF NEW YORK MELLON US
33 12 ABN AMRO NL
34 36 UNICREDIT IT
35 40 FORTIS BE
36 n/a MBNA CORP US
37 37 COMMONWEALTH BANK OF AUSTRALIA AU
38 25 CAPITAL ONE US
39 33 US BANCORP US
40 29 HALIFAX UK
41 22 MIZUHO FINANCIAL JP
42 50 BRADESCO BR
43 47 TORONTO‐DOMINION BANK CA
44 30 LEHMAN BROS US
45 52 BANCO DO BRASIL BR
46 48 CANADIAN IMPERIAL BANK OF COMMERCE CA
47 46 NORDEA SE
48 38 COMMERZBANK DE
49 43 ANZ AU
50 57 SCOTIABANK
You can visit, register and download the full report from
http://www.brandfinance.com/
The information containsRank in year 2007, rank in year 2005, Company and country of domicile
1 2 HSBC UK
2 1 CITI US
3 3 BANK OF AMERICA US
4 5 SANTANDER ES
5 4 AMERICAN EXPRESS US
6 8 BNP PARIBAS FR A
7 10 CHASE US 13
8 7 WELLS FARGO & CO US
9 16 GOLDMAN SACHS US 12
10 11 CREDIT SUISSE CH
11 9 BARCLAYS UK
12 6 UBS CH
13 13 WACHOVIA CORP US
14 17 DEUTSCHE BANK DE 8
15 n/a ICBC CN
16 19 BBVA ES
17 n/a CHINA CONSTRUCTION BANK CN
18 n/a INTESA SANPAOLO IT
19 24 NATWEST UK
20 18 SOCIETE GENERALE FR
21 15 MORGAN STANLEY US
22 n/a BANK OF CHINA CN
23 20 JP MORGAN US
24 32 STANDARD CHARTERED UK
25 26 ING NL
26 28 ROYAL BANK OF SCOTLAND UK
27 27 NATIONAL AUSTALIA BANK AU
28 23 CREDIT AGRICOLE FR
29 21 LLOYDS TSB UK
30 14 MERRILL LYNCH US
31 31 ROYAL BANK OF CANADA CA
32 n/a BANK OF NEW YORK MELLON US
33 12 ABN AMRO NL
34 36 UNICREDIT IT
35 40 FORTIS BE
36 n/a MBNA CORP US
37 37 COMMONWEALTH BANK OF AUSTRALIA AU
38 25 CAPITAL ONE US
39 33 US BANCORP US
40 29 HALIFAX UK
41 22 MIZUHO FINANCIAL JP
42 50 BRADESCO BR
43 47 TORONTO‐DOMINION BANK CA
44 30 LEHMAN BROS US
45 52 BANCO DO BRASIL BR
46 48 CANADIAN IMPERIAL BANK OF COMMERCE CA
47 46 NORDEA SE
48 38 COMMERZBANK DE
49 43 ANZ AU
50 57 SCOTIABANK
You can visit, register and download the full report from
http://www.brandfinance.com/
Thursday, May 22, 2008
Martin Roll - CEO of VentureRepublic
Martin Roll, CEO of VentureRepublic, a leading advisory firm on branding, brings more than 15 years of management experience from the international advertising and branding industry to the table. He is a popular speaker at global conferences and at INSEAD business school and has recently published Asian Brand Strategy.
He can be contacted at:
roll@venturerepublic.com
http://www.venturerepublic.com/
He can be contacted at:
roll@venturerepublic.com
http://www.venturerepublic.com/
Marketing - Servicing Capability Balance
Servcing capability comes in security market intermediaries with investment in physical facilities, data processing and document production and reproduction capabilities and in human resources apart from buying memberships of various exchanges. As firms invest more and more in servicing capability, they need to invest more in devoping a market their services. Unless they have a big market to cater to they cannot recover their investment in servicing capability.
"The high level of investment necessary to maintain production capabilities and rising cost of R&D for product differentiation, makes strong marketing capabilities and unique brands pre-requisites for modern companies to cover these heavy investments. How can companies and management teams catch up?"
Martin Roll is CEO of Venture Republic and a strategic advisor on branding excellence to corporate boards and top-management teams, provides his view on the above question in an article.
Download it from
http://www.brandchannel.com/brand_speak.asp?bs_id=81
"The high level of investment necessary to maintain production capabilities and rising cost of R&D for product differentiation, makes strong marketing capabilities and unique brands pre-requisites for modern companies to cover these heavy investments. How can companies and management teams catch up?"
Martin Roll is CEO of Venture Republic and a strategic advisor on branding excellence to corporate boards and top-management teams, provides his view on the above question in an article.
Download it from
http://www.brandchannel.com/brand_speak.asp?bs_id=81
Brand Building for UBS 2004
Jestyn Thirk-White, Head of Brand Strategy at UBS explained the branding exercise uundertaken by UBS in an article in Admap July/August 2004
Prophet, a San Francisco based brand consultancy closely associated with branding guru David Aaker was the partner in the exercise.
The foundation of the new brand strategy was an in-depth understanding of the
needs and desires of the target market,which was developed through a market research
project. In three phases, 3,500 clients and potential clients and 300 staff in 14
countries were interviewed.
The qualitative phases used Wirthlin Worldwide’s VISTA (Values in Strategy assessment) methodology, which was used determining the relative importance of financial services characteristics,understand the connections between those characteristics and higher-order needs, and assess which characteristics were positively or negatively associated with UBS.
Quantitative research was conducted to test the appeal and potential for differentiation of specific benefit statements developed different client segments, based on input from the qualitative research and an understanding of business model and offering.
It was found that from CEOs to retail clients, what clients and potential clients wanted most from a relationship with a financial services provider was confidence in the financial decisions they were making – be it a merger or the choice of mutual funds to invest in.
Business group interests are protected through a matrix management structure,
in which the heads of marketing of each business group are also part of the brand
management team, and formally responsible,together with the head of brand
management, for the development of the brand. Agency rivalries were eliminated
with the adoption of a single advertising agency globally (Publicis), again tasked
with ensuring consistency of message around the world and across businesses
and product areas.
To start addressing these issues, we have run several training initiatives,
focused on two core constituencies: middle management – the top 600 members
of the firm – and ‘brand influencers’. Brand influencers are a diverse group
who either create communications materials for UBS, or have influence over the
behaviour of UBS employees – this includes members of the various marketing
departments within the firm, people from media relations, investor relations,
employee communications, HR training and recruitment staff, product development
staff, etc. Training for middle management took place as part of the firm’s annual Senior Leadership Conference,and was more strategic in nature,explaining the rationale for the brand, what it should mean to their businesses and how they could help make it a reality. Brand influencer training is much more hands-on, and designed to help people use the brand identity in the development of communications messages,training programmes and new products and services. Ongoing communication
and training about what the brand means for UBS and how it should be reflected in
everything we do remain a key goal.
In the last year we have centralised our brand communications management,
development and spending, retired the PaineWebber and Warburg brands,
adopted a single UBS brand, transformed its communications messaging and strategy
and launched a high-profile new brand campaign, all with the aim of starting
to match our brand strength to our undoubted business strength.
The authors concludes the article on a positive note.
So, will it work? The simple answer is: we don’t yet know.
However, early signs are encouraging. The January survey showed that, despite fairly
low advertising presence in the second half of 2003, the introduction of the single
brand had already had a positive effect in our business-to-business client segments,
where the removal of our competing brands has helped to halve the gap between familiarity with UBS and familiarity with key competitors in the US, our
highest-priority market. We are looking forward to the results of our next survey,
available late this summer, and hoping that we have made good progress towards
making the invisible giant more visible.
http://www.prophet.com/downloads/articles/UBS_case_study_Admap.pdf
For some more information visit
http://www.brandchannel.com/features_effect.asp?pf_id=273
Prophet, a San Francisco based brand consultancy closely associated with branding guru David Aaker was the partner in the exercise.
The foundation of the new brand strategy was an in-depth understanding of the
needs and desires of the target market,which was developed through a market research
project. In three phases, 3,500 clients and potential clients and 300 staff in 14
countries were interviewed.
The qualitative phases used Wirthlin Worldwide’s VISTA (Values in Strategy assessment) methodology, which was used determining the relative importance of financial services characteristics,understand the connections between those characteristics and higher-order needs, and assess which characteristics were positively or negatively associated with UBS.
Quantitative research was conducted to test the appeal and potential for differentiation of specific benefit statements developed different client segments, based on input from the qualitative research and an understanding of business model and offering.
It was found that from CEOs to retail clients, what clients and potential clients wanted most from a relationship with a financial services provider was confidence in the financial decisions they were making – be it a merger or the choice of mutual funds to invest in.
Business group interests are protected through a matrix management structure,
in which the heads of marketing of each business group are also part of the brand
management team, and formally responsible,together with the head of brand
management, for the development of the brand. Agency rivalries were eliminated
with the adoption of a single advertising agency globally (Publicis), again tasked
with ensuring consistency of message around the world and across businesses
and product areas.
To start addressing these issues, we have run several training initiatives,
focused on two core constituencies: middle management – the top 600 members
of the firm – and ‘brand influencers’. Brand influencers are a diverse group
who either create communications materials for UBS, or have influence over the
behaviour of UBS employees – this includes members of the various marketing
departments within the firm, people from media relations, investor relations,
employee communications, HR training and recruitment staff, product development
staff, etc. Training for middle management took place as part of the firm’s annual Senior Leadership Conference,and was more strategic in nature,explaining the rationale for the brand, what it should mean to their businesses and how they could help make it a reality. Brand influencer training is much more hands-on, and designed to help people use the brand identity in the development of communications messages,training programmes and new products and services. Ongoing communication
and training about what the brand means for UBS and how it should be reflected in
everything we do remain a key goal.
In the last year we have centralised our brand communications management,
development and spending, retired the PaineWebber and Warburg brands,
adopted a single UBS brand, transformed its communications messaging and strategy
and launched a high-profile new brand campaign, all with the aim of starting
to match our brand strength to our undoubted business strength.
The authors concludes the article on a positive note.
So, will it work? The simple answer is: we don’t yet know.
However, early signs are encouraging. The January survey showed that, despite fairly
low advertising presence in the second half of 2003, the introduction of the single
brand had already had a positive effect in our business-to-business client segments,
where the removal of our competing brands has helped to halve the gap between familiarity with UBS and familiarity with key competitors in the US, our
highest-priority market. We are looking forward to the results of our next survey,
available late this summer, and hoping that we have made good progress towards
making the invisible giant more visible.
http://www.prophet.com/downloads/articles/UBS_case_study_Admap.pdf
For some more information visit
http://www.brandchannel.com/features_effect.asp?pf_id=273
Tuesday, May 20, 2008
Goldman Sachs Global Leaders 2008
Since 2001, the Goldman Sachs Global Leaders Program (GSGLP), developed by The Goldman Sachs Foundation and IIE, has been a pioneer in identifying and developing some of the world's most promising future leaders. Students are selected through a rigorous competition on the bases of academic excellence and leadership potential. This year 150 outstanding second-year students were selected this spring from over 100 of the world's top colleges and universities.
Over the past eight years, 900 students from more than 20 countries have been honored as Goldman Sachs Global Leaders. They have built an extensive network with each other and, with modest seed funding from the program's Social Entrepreneurship Fund, have joined forces to launch innovative social ventures, including a school in rural India, a technology education program in China, an art therapy program for AIDS-affected children in Namibia, and a micro-enterprise initiative for women entrepreneurs in Macedonia.
Each Global Leader receives a $3,000 grant for educational expenses, as well as continued support for their academic and professional advancement through an international alumni network. In addition, 75 of this year's 150 Global Leaders, including 15 from Indian universities, will be selected to participate in the annual Goldman Sachs Global Leadership Institute in July in New York City. At the Institute, they will engage in meaningful dialogue with experts from the private, public and nonprofit sectors about their own leadership roles and critical global issues such as environmentalism and emerging markets. Past Institute speakers have included executives from Goldman Sachs and other companies, diplomats from the United Nations, and leaders of influential non-governmental organizations.
"Our world today requires leadership that is culturally fluent and well-prepared to address complex issues that have global impact," said Stephanie Bell-Rose, President of The Goldman Sachs Foundation. "This program invests in the talented young people who make up the next generation of global leaders to ensure that they possess the skills and the networks they need to lead us to a better future."
According to IIE President and CEO Allan Goodman, the Goldman Sachs Global Leaders Program addresses the critical need to develop leaders for an interdependent globe. "These students have an extraordinary understanding of the world around them, and an unwavering desire to continue to learn how to work across cultural and national borders to solve global problems. Through the Global Leaders Program, they are learning to think and work in ways that will prepare them for a world in which international cooperation will offer the best solutions to our most pressing political, social, and humanitarian concerns," he said.
The Goldman Sachs Foundation was funded in 1999 with a $200 million donation from The Goldman Sachs Group, Inc. The Foundation's mission is to promote excellence and innovation in education worldwide. The Foundation is an important extension of the tradition of philanthropy and public leadership at Goldman Sachs. Grants have been awarded in excess of $114 million since its inception, providing opportunities for young people in more than 20 countries.
The Institute of International Education (IIE) is a leading nonprofit organization specializing in the international exchange of people and ideas. Its expertise enables institutions and individuals to build capacity in their home countries and regions. IIE designs and implements over 200 programs of study and training for students, educators, young professionals, and trainees from all sectors with funding from government and private sources. These programs include the Fulbright Student and Scholar programs as well as corporate training and scholarship programs. IIE also conducts policy research and provides advice and counseling on international educational opportunities. The Institute of International Education has a network of 19 offices worldwide, over 900 college and university members, and more than 5,000 volunteers.
An independent nonprofit organization founded in 1919, the Institute of International Education (IIE) is among the world's largest and most experienced international education and training organizations. The Goldman Sachs Foundation awarded a grant to IIE to create the Global Leaders Program, and IIE administers the Goldman Sachs Global Leaders Program in partnership with The Goldman Sachs Foundation. With a mission of Opening Minds to the World®, IIE assists donor agencies to build the international competence necessary to address global problems and forge creative solutions. Last year, more than 20,000 men and women from 175 countries received scholarships and professional training through IIE programs.
Fifty-eight Institute grantees, Trustees, and Fulbright alumni have been awarded Nobel Prizes. One of IIE's key goals is to build leadership skills and enhance the capacity of individuals and organizations to address local and global challenges. In addition to administering the Fulbright Student Program on behalf of the U.S. Department of State since that program's inception, the Institute also designs and implements international exchange and scholarship programs on behalf of many far-sighted donors and sponsors, including governments, foundations, and corporations around the world.
http://brandfaqs.blogspot.com/2008/03/29-students-from-india-named-2008.html
Over the past eight years, 900 students from more than 20 countries have been honored as Goldman Sachs Global Leaders. They have built an extensive network with each other and, with modest seed funding from the program's Social Entrepreneurship Fund, have joined forces to launch innovative social ventures, including a school in rural India, a technology education program in China, an art therapy program for AIDS-affected children in Namibia, and a micro-enterprise initiative for women entrepreneurs in Macedonia.
Each Global Leader receives a $3,000 grant for educational expenses, as well as continued support for their academic and professional advancement through an international alumni network. In addition, 75 of this year's 150 Global Leaders, including 15 from Indian universities, will be selected to participate in the annual Goldman Sachs Global Leadership Institute in July in New York City. At the Institute, they will engage in meaningful dialogue with experts from the private, public and nonprofit sectors about their own leadership roles and critical global issues such as environmentalism and emerging markets. Past Institute speakers have included executives from Goldman Sachs and other companies, diplomats from the United Nations, and leaders of influential non-governmental organizations.
"Our world today requires leadership that is culturally fluent and well-prepared to address complex issues that have global impact," said Stephanie Bell-Rose, President of The Goldman Sachs Foundation. "This program invests in the talented young people who make up the next generation of global leaders to ensure that they possess the skills and the networks they need to lead us to a better future."
According to IIE President and CEO Allan Goodman, the Goldman Sachs Global Leaders Program addresses the critical need to develop leaders for an interdependent globe. "These students have an extraordinary understanding of the world around them, and an unwavering desire to continue to learn how to work across cultural and national borders to solve global problems. Through the Global Leaders Program, they are learning to think and work in ways that will prepare them for a world in which international cooperation will offer the best solutions to our most pressing political, social, and humanitarian concerns," he said.
The Goldman Sachs Foundation was funded in 1999 with a $200 million donation from The Goldman Sachs Group, Inc. The Foundation's mission is to promote excellence and innovation in education worldwide. The Foundation is an important extension of the tradition of philanthropy and public leadership at Goldman Sachs. Grants have been awarded in excess of $114 million since its inception, providing opportunities for young people in more than 20 countries.
The Institute of International Education (IIE) is a leading nonprofit organization specializing in the international exchange of people and ideas. Its expertise enables institutions and individuals to build capacity in their home countries and regions. IIE designs and implements over 200 programs of study and training for students, educators, young professionals, and trainees from all sectors with funding from government and private sources. These programs include the Fulbright Student and Scholar programs as well as corporate training and scholarship programs. IIE also conducts policy research and provides advice and counseling on international educational opportunities. The Institute of International Education has a network of 19 offices worldwide, over 900 college and university members, and more than 5,000 volunteers.
An independent nonprofit organization founded in 1919, the Institute of International Education (IIE) is among the world's largest and most experienced international education and training organizations. The Goldman Sachs Foundation awarded a grant to IIE to create the Global Leaders Program, and IIE administers the Goldman Sachs Global Leaders Program in partnership with The Goldman Sachs Foundation. With a mission of Opening Minds to the World®, IIE assists donor agencies to build the international competence necessary to address global problems and forge creative solutions. Last year, more than 20,000 men and women from 175 countries received scholarships and professional training through IIE programs.
Fifty-eight Institute grantees, Trustees, and Fulbright alumni have been awarded Nobel Prizes. One of IIE's key goals is to build leadership skills and enhance the capacity of individuals and organizations to address local and global challenges. In addition to administering the Fulbright Student Program on behalf of the U.S. Department of State since that program's inception, the Institute also designs and implements international exchange and scholarship programs on behalf of many far-sighted donors and sponsors, including governments, foundations, and corporations around the world.
http://brandfaqs.blogspot.com/2008/03/29-students-from-india-named-2008.html
Brand Building Efforts - Buildings with Names
2007 news
London-based Barclays PLC, one of the world’s largest banks, sought to pump up its anemic U.S. brand by agreeing to pay nearly $400 million over 20 years for the right to have its name on an arena in Brooklyn that hasn’t even been built. The bank proudly took out full-page color ads in The New York Times and Wall Street Journal trumpeting the Frank Gehry-designed Barclays Center, which developer Bruce Ratner hopes will be built by 2009 as the new home of the New Jersey Nets basketball team.
Newark, N.J.-based Prudential Financial Inc. agreed to pay $105 million over 20 years for the name PrudentialCenter on an arena being built in the company’s hometown.
Last fall, New York-based Citigroup Inc. agreed to pay the New York Mets $400 million over 20 years to call the team’s new baseball stadium in Queens, N.Y., Citi Field.
http://www.investmentnews.com/apps/pbcs.dll/article?AID=/20070122/REG/70122012/1015
London-based Barclays PLC, one of the world’s largest banks, sought to pump up its anemic U.S. brand by agreeing to pay nearly $400 million over 20 years for the right to have its name on an arena in Brooklyn that hasn’t even been built. The bank proudly took out full-page color ads in The New York Times and Wall Street Journal trumpeting the Frank Gehry-designed Barclays Center, which developer Bruce Ratner hopes will be built by 2009 as the new home of the New Jersey Nets basketball team.
Newark, N.J.-based Prudential Financial Inc. agreed to pay $105 million over 20 years for the name PrudentialCenter on an arena being built in the company’s hometown.
Last fall, New York-based Citigroup Inc. agreed to pay the New York Mets $400 million over 20 years to call the team’s new baseball stadium in Queens, N.Y., Citi Field.
http://www.investmentnews.com/apps/pbcs.dll/article?AID=/20070122/REG/70122012/1015
Building a Brand on the Touchpoints That Count
Building a Brand on the Touchpoints That Count
Brand investments that customers customers truly value
By Suzanne Hogan, Eric Almquist, and Simon E. Glynn
an article Mercer Management JoOurnal 2004
You can download it from
http://www.lippincottmercer.com/pdfs/a_buildingbrand.pdf
Brand investments that customers customers truly value
By Suzanne Hogan, Eric Almquist, and Simon E. Glynn
an article Mercer Management JoOurnal 2004
You can download it from
http://www.lippincottmercer.com/pdfs/a_buildingbrand.pdf
Thursday, February 21, 2008
You have to Brand Innovations to Own Them
Read Brand Guru David Aakers' article in California Management Review Fall 2007. It is a special issue on Leading through Innovation
Wednesday, January 9, 2008
JP Morgan New Advertising Tag Line 2008
JPMorgan Chase is coming out with a sleek new brand campaign aimed at unifying its consumer advertising, streamlining its message and stretching the dollars it spends.
“Chase What Matters,” the tagline and theme of the campaign, will be introduced with a series of print ads in major newspapers, followed by four television commercials that will be broadcast in rotation on Monday morning’s network news programs. Chase will spend more than $70 million in the next two and half months.
The campaign, created by Mcgarrybowen in New York, is the first overhaul of Chase’s brand advertising since its 2004 merger with Bank One. The ads, in black and white with the Chase name highlighted in blue, strive for a contemporary feel and will be used throughout the bank’s wide range of consumer businesses, including credit cards, student loans and retail banking. They also promote the concrete, immediate benefits that bank products and services can provide, like fraud and overdraft alerts.
Charles W. Scharf, the head of JPMorgan’s retail division, who helped lead the rebranding effort, says “What we do for customers is what we should be talking about.”
Standing out from the pack is hard to do in banking; other than the interest rate, there is little difference between mortgages and home equity loans.
Chase is entering a crowded field. The nation’s three biggest banks each spend hundreds of millions of dollars annually on advertising. Over the last year, all three have shaken up their strategies and introduced new branding campaigns.
In February 2007, Bank of America rechristened itself the “Bank of Opportunity” in a campaign aimed at appealing to its broad range of customers, from immigrants and first-time home buyers to the wealthy clients of its private bank.
In April 2007, Citigroup announced a new slogan and branding campaign that replaced its iconic umbrella with a stylized red arc and made a more emotional appeal to customers and employees. The slogan — “Let’s Get It Done!” — may also serve as a rallying cry for the beleaguered company.
Chase’s new brand campaign is the first time the company will apply the same strategy to all of its consumer businesses. But unlike its main rivals, it is keeping its lead agency for the last four years, Mcgarrybowen. The agency also does the brand advertising for the company’s institutional businesses, which operate under the JPMorgan name.
http://dealbook.blogs.nytimes.com/2008/01/09/in-new-ads-jpmorgan-tries-to-be-heard-above-the-din/
For still more details
http://www.nytimes.com/2008/01/09/business/media/09adco.html?_r=1&dlbk&oref=slogin
From media release of Chase
Chase Focuses on What Matters to Consumers
New campaign shifts brand focus to consumer needs and controls
NEW YORK, Jan. 9, 2008 - Chase's new marketing campaign, which debuts Sunday, will shine a laser-like focus on What Matters to customers, alerting them to the ways Chase can help them manage their money and their lives. "Our customers' everyday financial lives are changing," said Ryan McInerney, head of marketing for Chase's Consumer Bank. "Our new brand focus reiterates our commitment to keep pace with our customers and deliver benefits that can make both an immediate and long-term impact on their lives."
"Chase What Matters," a campaign created by mcgarrybowen of New York, repositions the Chase brand. More than just an advertising campaign, the new direction emerged from extensive research to understand how consumers view Chase and what they want from a financial institution. As new technologies emerge, people's lifestyles and expectations change significantly, the research showed.
The campaign demonstrates that Chase is the bank to keep up with the needs and desires of people with busy, dynamic lifestyles.
The advertising launch -- more than $70 million in the first quarter alone, including Internet, national and local media -- uses iconic music and black-and-white images accented by Chase blue. It spotlights themes that matter to most consumers:
Access - Making it easy for customers to manage their financial lives, however and wherever they choose, using branches, ATMs, credit and debit cards, mobile and telephone banking and online banking.
Protection - Using industry-leading tools to protect customers against fraud and identity theft and keep their finances safe, secure, and on track.
Advocacy - Helping customers avoid financial problems and fees by providing a "heads up" before customers make a mistake and giving advice to help save time and money.
Recognition - Rewarding customers' business with points and cash, discounts and special offers.
Value - Providing competitive products and services with great service and innovative features.
Chase's emphasis on recognition and advocacy will help it stand out from competitors.
"This is new space in banking," said Eileen Serra, a Chase Card Services executive. "Our focus clearly differentiates Chase from our competitors and will allow us to deepen our relationships with customers because we are keeping up with them and their changing expectations."
Chase's new approach includes creating a consistent image across credit card, branch banking, commercial banking, home lending, business banking, auto finance, and student lending.
The first new Chase television ads will air Monday, Jan. 14 during the "Today Show" on NBC and on "Good Morning America" on ABC, both starting at 7 a.m. EST. Ads will appear on ABC, CBS and NBC nationally, as well as on various cable networks, including the Food Network, HGTV and The History Channel. Online ads will be seen beginning Jan. 14 on high-impact sites such as Yahoo.com and MSN.com. Print ads will begin running this Sunday, Jan.13.
The campaign's individual stories show how Chase can empower and make a tangible difference in the areas of fraud protection, 24/7 accessibility, mobile banking, and financial control.
About Chase
Chase is the U.S. consumer and commercial banking brand of JPMorgan Chase & Co. (NYSE: JPM). Chase has more than 154 million credit cards issued and serves consumers and small businesses through nearly 3,100 bank branches, 9,100 ATMs and 280 mortgage offices as well as through relationships with 15,000 auto dealerships and 4,300 schools and universities. It also serves more than 30,000 commercial banking clients, including corporations, municipalities, financial institutions and not-for-profit entities. More information about Chase is available at www.chase.com.
About mcgarrybowen
Founded in 2002, mcgarrybowen is an independent advertising agency that has quickly attained an impressive roster of big, blue chip brands. mcgarrybowen is led by the agency's three principles - John Mcgarry, Chairman and CEO; Gordon Bowen, Chief Creative Officer; Stewart Owen, Chief Strategic Officer. All are highly accomplished agency veterans with over 100 years of combined experience working on a wide array of the world's biggest, most admired brands, and responsible for some of the industry's most memorable campaigns.
Chase What Matters Campaign Fact Sheet
Launches: Sunday, Jan. 13, 2008 (Print), Monday, Jan. 14, 2008 (TV & Online)
Chase businesses supported: Card Services, Consumer Banking, Home Lending, Commercial Banking, Business Banking, Auto Finance, and Education Finance
Ad Spend: More than $70 million, including Internet, in first quarter of 2008
Prominent TV vehicles: Super Bowl pre-game, Oprah Winfrey's pre-Academy Awards interview special and prime-time programming, including "Grey's Anatomy," "American Idol," "Prison Break," and "Boston Legal"
Other media: Newspapers and magazines, including the March issue of O, The Oprah Magazine, and extensive outdoor and out-of-home, including subway, transit stations, taxis, billboards and trailers at movie theaters
Creative: mcgarrybowen
Initial TV Spots:
Secret Agent: Scored to the original track of Johnny Rivers 1966 "Secret Agent Man," the ad shows a debonair, secret agent-like hero going through a series of action-packed adventure to stop another man from using a stolen Chase Card, ending with a jolt to reality where this hero is actually a man at a social event who had been able to act upon a fraud alert received from Chase. Filmed in many locations across New York City, including a dramatic scene at the 59th Street bridge.
TV Time: Scored to the original 1989 Queen track of "I Want It All," this spot follows a man shopping for a new television who uses Chase Mobile to check his account balance via a simple text message to determine how much he can truly afford to spend.
Rock Climber: This spot shows a woman actively rock climbing when she receives an alert that her checking balance is low. She is easily able to call Chase to transfer funds into her account so she can avoid an overdraft. Original music was composed for the ad.
Media contact:
Christine Holevas
Chase Retail
(312) 732-6206
christine.holevas@chase.com
Tanya M. Madison
Chase Card Services
(302) 282-5547
tanya.m.madison@chase.com
“Chase What Matters,” the tagline and theme of the campaign, will be introduced with a series of print ads in major newspapers, followed by four television commercials that will be broadcast in rotation on Monday morning’s network news programs. Chase will spend more than $70 million in the next two and half months.
The campaign, created by Mcgarrybowen in New York, is the first overhaul of Chase’s brand advertising since its 2004 merger with Bank One. The ads, in black and white with the Chase name highlighted in blue, strive for a contemporary feel and will be used throughout the bank’s wide range of consumer businesses, including credit cards, student loans and retail banking. They also promote the concrete, immediate benefits that bank products and services can provide, like fraud and overdraft alerts.
Charles W. Scharf, the head of JPMorgan’s retail division, who helped lead the rebranding effort, says “What we do for customers is what we should be talking about.”
Standing out from the pack is hard to do in banking; other than the interest rate, there is little difference between mortgages and home equity loans.
Chase is entering a crowded field. The nation’s three biggest banks each spend hundreds of millions of dollars annually on advertising. Over the last year, all three have shaken up their strategies and introduced new branding campaigns.
In February 2007, Bank of America rechristened itself the “Bank of Opportunity” in a campaign aimed at appealing to its broad range of customers, from immigrants and first-time home buyers to the wealthy clients of its private bank.
In April 2007, Citigroup announced a new slogan and branding campaign that replaced its iconic umbrella with a stylized red arc and made a more emotional appeal to customers and employees. The slogan — “Let’s Get It Done!” — may also serve as a rallying cry for the beleaguered company.
Chase’s new brand campaign is the first time the company will apply the same strategy to all of its consumer businesses. But unlike its main rivals, it is keeping its lead agency for the last four years, Mcgarrybowen. The agency also does the brand advertising for the company’s institutional businesses, which operate under the JPMorgan name.
http://dealbook.blogs.nytimes.com/2008/01/09/in-new-ads-jpmorgan-tries-to-be-heard-above-the-din/
For still more details
http://www.nytimes.com/2008/01/09/business/media/09adco.html?_r=1&dlbk&oref=slogin
From media release of Chase
Chase Focuses on What Matters to Consumers
New campaign shifts brand focus to consumer needs and controls
NEW YORK, Jan. 9, 2008 - Chase's new marketing campaign, which debuts Sunday, will shine a laser-like focus on What Matters to customers, alerting them to the ways Chase can help them manage their money and their lives. "Our customers' everyday financial lives are changing," said Ryan McInerney, head of marketing for Chase's Consumer Bank. "Our new brand focus reiterates our commitment to keep pace with our customers and deliver benefits that can make both an immediate and long-term impact on their lives."
"Chase What Matters," a campaign created by mcgarrybowen of New York, repositions the Chase brand. More than just an advertising campaign, the new direction emerged from extensive research to understand how consumers view Chase and what they want from a financial institution. As new technologies emerge, people's lifestyles and expectations change significantly, the research showed.
The campaign demonstrates that Chase is the bank to keep up with the needs and desires of people with busy, dynamic lifestyles.
The advertising launch -- more than $70 million in the first quarter alone, including Internet, national and local media -- uses iconic music and black-and-white images accented by Chase blue. It spotlights themes that matter to most consumers:
Access - Making it easy for customers to manage their financial lives, however and wherever they choose, using branches, ATMs, credit and debit cards, mobile and telephone banking and online banking.
Protection - Using industry-leading tools to protect customers against fraud and identity theft and keep their finances safe, secure, and on track.
Advocacy - Helping customers avoid financial problems and fees by providing a "heads up" before customers make a mistake and giving advice to help save time and money.
Recognition - Rewarding customers' business with points and cash, discounts and special offers.
Value - Providing competitive products and services with great service and innovative features.
Chase's emphasis on recognition and advocacy will help it stand out from competitors.
"This is new space in banking," said Eileen Serra, a Chase Card Services executive. "Our focus clearly differentiates Chase from our competitors and will allow us to deepen our relationships with customers because we are keeping up with them and their changing expectations."
Chase's new approach includes creating a consistent image across credit card, branch banking, commercial banking, home lending, business banking, auto finance, and student lending.
The first new Chase television ads will air Monday, Jan. 14 during the "Today Show" on NBC and on "Good Morning America" on ABC, both starting at 7 a.m. EST. Ads will appear on ABC, CBS and NBC nationally, as well as on various cable networks, including the Food Network, HGTV and The History Channel. Online ads will be seen beginning Jan. 14 on high-impact sites such as Yahoo.com and MSN.com. Print ads will begin running this Sunday, Jan.13.
The campaign's individual stories show how Chase can empower and make a tangible difference in the areas of fraud protection, 24/7 accessibility, mobile banking, and financial control.
About Chase
Chase is the U.S. consumer and commercial banking brand of JPMorgan Chase & Co. (NYSE: JPM). Chase has more than 154 million credit cards issued and serves consumers and small businesses through nearly 3,100 bank branches, 9,100 ATMs and 280 mortgage offices as well as through relationships with 15,000 auto dealerships and 4,300 schools and universities. It also serves more than 30,000 commercial banking clients, including corporations, municipalities, financial institutions and not-for-profit entities. More information about Chase is available at www.chase.com.
About mcgarrybowen
Founded in 2002, mcgarrybowen is an independent advertising agency that has quickly attained an impressive roster of big, blue chip brands. mcgarrybowen is led by the agency's three principles - John Mcgarry, Chairman and CEO; Gordon Bowen, Chief Creative Officer; Stewart Owen, Chief Strategic Officer. All are highly accomplished agency veterans with over 100 years of combined experience working on a wide array of the world's biggest, most admired brands, and responsible for some of the industry's most memorable campaigns.
Chase What Matters Campaign Fact Sheet
Launches: Sunday, Jan. 13, 2008 (Print), Monday, Jan. 14, 2008 (TV & Online)
Chase businesses supported: Card Services, Consumer Banking, Home Lending, Commercial Banking, Business Banking, Auto Finance, and Education Finance
Ad Spend: More than $70 million, including Internet, in first quarter of 2008
Prominent TV vehicles: Super Bowl pre-game, Oprah Winfrey's pre-Academy Awards interview special and prime-time programming, including "Grey's Anatomy," "American Idol," "Prison Break," and "Boston Legal"
Other media: Newspapers and magazines, including the March issue of O, The Oprah Magazine, and extensive outdoor and out-of-home, including subway, transit stations, taxis, billboards and trailers at movie theaters
Creative: mcgarrybowen
Initial TV Spots:
Secret Agent: Scored to the original track of Johnny Rivers 1966 "Secret Agent Man," the ad shows a debonair, secret agent-like hero going through a series of action-packed adventure to stop another man from using a stolen Chase Card, ending with a jolt to reality where this hero is actually a man at a social event who had been able to act upon a fraud alert received from Chase. Filmed in many locations across New York City, including a dramatic scene at the 59th Street bridge.
TV Time: Scored to the original 1989 Queen track of "I Want It All," this spot follows a man shopping for a new television who uses Chase Mobile to check his account balance via a simple text message to determine how much he can truly afford to spend.
Rock Climber: This spot shows a woman actively rock climbing when she receives an alert that her checking balance is low. She is easily able to call Chase to transfer funds into her account so she can avoid an overdraft. Original music was composed for the ad.
Media contact:
Christine Holevas
Chase Retail
(312) 732-6206
christine.holevas@chase.com
Tanya M. Madison
Chase Card Services
(302) 282-5547
tanya.m.madison@chase.com
Tuesday, January 1, 2008
Consultants for Branding - India
Market Gate Consulting
http://www.market-gate.com/index.shtml
Shripad Nadkarni & Sharda Agarwal
MarketWorks, MarketEssence, MarketLive
Had experience in Banking and Financial services
Milagrow
http://www.milagrow.in/aboutus
Rajeev Karwal - CEO
Dr. Jagdish Sheth - Mentor
Prof. Anil Gupta - Value Ombudsman
Mpartnering
Future models
Mstart, Mscale, Mincube, Mmentor
Samsika Marketing Consultants
http://www.samsika.com/about/index.htm
Jagdeep Kapoor
Brand shastras, Brand astras, Brand mantras, Brand shiksha
Brand yash
REAPS: Rational, Emotional, Aspirational, Physical and Spiritual needs of customers
Samsika worked for Motilal Oswal Securities
Nobby Brand Architects
Nabankar Gupta
SKA Advisors
Sunil Alagh
Future Brands
Santosh Desai
Harish Bijoor Consults Inc.
Harish Bijoor
Brand Comm
http://www.brand-comm.com/
http://brand-comm.blogspot.com/
R. Sridhar
Greenbox Realty
Raman Mangalorkar
Momentum Consulting
Dharen Chadha
Chlorophyll Brand and Communications Consultancy Pvt. Ltd.
Kiran Khalap
S.Raghunandan, Bangalore, Marketing consultant
http://www.market-gate.com/index.shtml
Shripad Nadkarni & Sharda Agarwal
MarketWorks, MarketEssence, MarketLive
Had experience in Banking and Financial services
Milagrow
http://www.milagrow.in/aboutus
Rajeev Karwal - CEO
Dr. Jagdish Sheth - Mentor
Prof. Anil Gupta - Value Ombudsman
Mpartnering
Future models
Mstart, Mscale, Mincube, Mmentor
Samsika Marketing Consultants
http://www.samsika.com/about/index.htm
Jagdeep Kapoor
Brand shastras, Brand astras, Brand mantras, Brand shiksha
Brand yash
REAPS: Rational, Emotional, Aspirational, Physical and Spiritual needs of customers
Samsika worked for Motilal Oswal Securities
Nobby Brand Architects
Nabankar Gupta
SKA Advisors
Sunil Alagh
Future Brands
Santosh Desai
Harish Bijoor Consults Inc.
Harish Bijoor
Brand Comm
http://www.brand-comm.com/
http://brand-comm.blogspot.com/
R. Sridhar
Greenbox Realty
Raman Mangalorkar
Momentum Consulting
Dharen Chadha
Chlorophyll Brand and Communications Consultancy Pvt. Ltd.
Kiran Khalap
S.Raghunandan, Bangalore, Marketing consultant
Tuesday, December 25, 2007
Brand Equity and Branding - Websites
BrandEquityBrandEquity is a visual marketing and brand communications firm.
www.brandequity.com/
Strategic Marketing And Research Techniques - Brand Equity & ImageUsing Brand Equity and Image Assessment to differentiate goods or services from those of competitors.
www.s-m-a-r-t.com/Exp_brandequity.htm
Boston Advertising Agency - Branding Strategy Consulting www.brandidentityguru.com/buildingbrandimage.htm
Brand Equity
www.dobney.com/Research/Brand_equity_research.htm
Brand Equity
www.brandequity.it/
Max Brand Equity - Customer Driven Brand Value
maxbrandequity.com/
Brand Equity StudiosBrand Equity is an Internet web development agency that specializes in innovative conventional xhtml, hybrid, flash web development, and multimedia
www.brandequitystudios.com/
www.brandamplitude.com/
www.brandingstrategyinsider.com
www.brandequityshowroom.com/
www.brandidentityguru.com/buildingbrandequity.htm
Branding
Branding - Some Linguistic issues presentation
http://www.esp-conference.de/handouts.pdf
www.brandequity.com/
Strategic Marketing And Research Techniques - Brand Equity & ImageUsing Brand Equity and Image Assessment to differentiate goods or services from those of competitors.
www.s-m-a-r-t.com/Exp_brandequity.htm
Boston Advertising Agency - Branding Strategy Consulting www.brandidentityguru.com/buildingbrandimage.htm
Brand Equity
www.dobney.com/Research/Brand_equity_research.htm
Brand Equity
www.brandequity.it/
Max Brand Equity - Customer Driven Brand Value
maxbrandequity.com/
Brand Equity StudiosBrand Equity is an Internet web development agency that specializes in innovative conventional xhtml, hybrid, flash web development, and multimedia
www.brandequitystudios.com/
www.brandamplitude.com/
www.brandingstrategyinsider.com
www.brandequityshowroom.com/
www.brandidentityguru.com/buildingbrandequity.htm
Branding
Branding - Some Linguistic issues presentation
http://www.esp-conference.de/handouts.pdf
Monday, December 24, 2007
Meaning of Brand and Branding
A discussion in orkut branding community motivated me to look into the dictionary for the meaning of word brand.
I had a look at the oxford dictionary. It gives the meaning for brand as:
n. burning or charred log or stick,permanent mark deliberately made by hot iron, stigma, trade mark, goods of particular mark or trade mark, iron stamp for burning-in a mark
v.t. burn with hot iron, label with trade mark, impress on memory, stigmatize
I think we are using the meaning "impress on memory" when we are talking of branding now in marketing.
KVSSNrao (24-12-2007)
Meaning of Branding
The meaning of branding in communication is to bond the brand's personality with that of the intended audience - consumers, employees, stakeholders. By creating the right emotional and rational connections, Brand>Form ensures that the brand is owned by all who engage with it.
http://brand-form.com/index.php?option=com_content&task=view&id=23&Itemid=67
--------------
Few B to B professionals have an adequate grasp of the meaning of branding. What you don't understand you can't trust. So here is a simple definition of branding.
Branding is implanting your company message and image the way you want yourself to be understood in the minds and hearts of your target audience.
Or putting it more simply:
Branding is getting people to think of you the way you want to be thought of.
Yet branding is much more. A strong brand generates an identity with the target audience. A brand is perceived as a set of values with which people identify. Everybody is driven by values. People feel comfortable identifying with values they hold. A brand I relate to is something I can believe in. Something I can trust. In this way, a brand is like a person.
http://www.smcstudio.com/branding.htm
-----------------
Where marketers gather to ruminate, the discussion about the meaning of branding takes on the texture of discussions on how many angels can dance on the head of a pin. But this is clear...
The value of the brand exists not in the product or company, but in the customer's mind. This value is measured beyond the usefulness of the product (or service) to include perceptions of "quality", consistency, reliability, and simply getting one's money's worth. It would be easy to dismiss the concept of a brand as an intangible, except that tangibility is irrelevant. To the customer with a specific brand of choice, the brand is very tangible.
There's a difference between reputation -- even a favorable one, with great name recognition -- and a brand. The reputation may serve as a backdrop for receptivity for other marketing efforts, but other marketing efforts there must be. Reputation and name recognition are not the same as the array of perceptions and emotional attachments that consumers have for a brand. Subtle distinctions, perhaps, but very real ones. Everybody, including those who don’t hire accounting firms, knew Price Waterhouse by name, because they did the highly visible Academy Awards for years. But without a great deal of marketing activity that seems almost irrelevant to the name recognition, Price Waterhouse might not have gotten another client.
Branding for a professional service may very well be different from branding for a product. Which is not to say that there isn't some viability in branding for a professional service. But different it is, and therefore harder to do. Ultimately, (and except for very large or specialized firms), people don't usually buy a firm -- they buy an individual service or an individual accountant or lawyer or consultant whom they believe has the specific expertise to address their needs or problems.
Joseph Vales, a leading and thoughtful marketer with Price Waterhouse (now PriceWaterhouseCoopers), enhances the definition. "A brand," he says, "is more distinctive than a product. It is, first of all, a name -- a means of identification. Second, it is a set of added values, values that offer both functional and psychological benefits to the consumer, such as performance in use, price, packaging, color, taste, smell, shape and form, associations, and the perceptions formed by advertising."
http://www.marcusletter.com/branding%20fad.htm
-------------
I went through first 30 sites brought out by google search for "meaning of branding" but could not not locate any thing worth including in this note today.
I had a look at the oxford dictionary. It gives the meaning for brand as:
n. burning or charred log or stick,permanent mark deliberately made by hot iron, stigma, trade mark, goods of particular mark or trade mark, iron stamp for burning-in a mark
v.t. burn with hot iron, label with trade mark, impress on memory, stigmatize
I think we are using the meaning "impress on memory" when we are talking of branding now in marketing.
KVSSNrao (24-12-2007)
Meaning of Branding
The meaning of branding in communication is to bond the brand's personality with that of the intended audience - consumers, employees, stakeholders. By creating the right emotional and rational connections, Brand>Form ensures that the brand is owned by all who engage with it.
http://brand-form.com/index.php?option=com_content&task=view&id=23&Itemid=67
--------------
Few B to B professionals have an adequate grasp of the meaning of branding. What you don't understand you can't trust. So here is a simple definition of branding.
Branding is implanting your company message and image the way you want yourself to be understood in the minds and hearts of your target audience.
Or putting it more simply:
Branding is getting people to think of you the way you want to be thought of.
Yet branding is much more. A strong brand generates an identity with the target audience. A brand is perceived as a set of values with which people identify. Everybody is driven by values. People feel comfortable identifying with values they hold. A brand I relate to is something I can believe in. Something I can trust. In this way, a brand is like a person.
http://www.smcstudio.com/branding.htm
-----------------
Where marketers gather to ruminate, the discussion about the meaning of branding takes on the texture of discussions on how many angels can dance on the head of a pin. But this is clear...
The value of the brand exists not in the product or company, but in the customer's mind. This value is measured beyond the usefulness of the product (or service) to include perceptions of "quality", consistency, reliability, and simply getting one's money's worth. It would be easy to dismiss the concept of a brand as an intangible, except that tangibility is irrelevant. To the customer with a specific brand of choice, the brand is very tangible.
There's a difference between reputation -- even a favorable one, with great name recognition -- and a brand. The reputation may serve as a backdrop for receptivity for other marketing efforts, but other marketing efforts there must be. Reputation and name recognition are not the same as the array of perceptions and emotional attachments that consumers have for a brand. Subtle distinctions, perhaps, but very real ones. Everybody, including those who don’t hire accounting firms, knew Price Waterhouse by name, because they did the highly visible Academy Awards for years. But without a great deal of marketing activity that seems almost irrelevant to the name recognition, Price Waterhouse might not have gotten another client.
Branding for a professional service may very well be different from branding for a product. Which is not to say that there isn't some viability in branding for a professional service. But different it is, and therefore harder to do. Ultimately, (and except for very large or specialized firms), people don't usually buy a firm -- they buy an individual service or an individual accountant or lawyer or consultant whom they believe has the specific expertise to address their needs or problems.
Joseph Vales, a leading and thoughtful marketer with Price Waterhouse (now PriceWaterhouseCoopers), enhances the definition. "A brand," he says, "is more distinctive than a product. It is, first of all, a name -- a means of identification. Second, it is a set of added values, values that offer both functional and psychological benefits to the consumer, such as performance in use, price, packaging, color, taste, smell, shape and form, associations, and the perceptions formed by advertising."
http://www.marcusletter.com/branding%20fad.htm
-------------
I went through first 30 sites brought out by google search for "meaning of branding" but could not not locate any thing worth including in this note today.
Friday, December 14, 2007
Brand Building, Brand Equity, and Brand Market Building
In the Economic Times 14 December 2007, page 17, I came across the article “Brand Building’s Key to Long-Term Success” authored by Jacob Cherian.
The article begins with the statement that Mocha coffee shop started brand building from day one. But Sulekha.com focused on developing a critical mass of users through word-of-mouth. It started brand building only in 2007, even though it had started in 2001.
The article focuses on the dilemma of start-up companies whether to build a brand or not? Because while a strong brand equity can bring enormous value to the company, it also requires a large commitment of capital and management energy early on. To add to the confusion some experts recommend brand building even at the pre-product stage, where as others recommend waiting till the company establishes the core attributes of their product or service offerings.
Harshal Shah of Reliance Technology Ventures supports the idea that a company should start building its brand, as soon as it has validated its core. The core according to him comprises the venture team’s values, experiences and capabilities.
Some of the points made in the article are as follows. A strong brand is a profitable asset. Brand identity is essence of the attributes of the offering, which will be consistently performed every time a customer experiences it. It is not mere advertising, nor even just marketing, but a clear recall in the consumer’s mind of all that a product or a service stands for. Living the values that the newborn brand claims to represent and communicating to the audience that the same results can be expected in all the transactions with the brand has to be done repeatedly for sufficient period of time to build the brand. Longevity and profits in the long term are a good reason for early brand building.
This article increased my curiosity in the concept of branding. What is branding? Is it a part of marketing? Is there a war of words going on between marketing and branding? Such war is being fought between management and leadership. While in the earlier texts on management, leadership was a chapter. We have now a set of people who claim that managers are not leaders or managers were not trained to be leaders.
I quickly glanced through the Kotler’s Marketing Management (Ninth edition) for refreshing myself on the issue. Kotler gave a view of the marketing process originally proposed by in McKinsey staff paper.
In the process, there are strategic marketing steps and tactical marketing steps.
Strategic marketing steps:
---- Customer segmentation
---- Market selection/focus
---- Value positioning
Tactical marketing steps:
** Providing the value
---- Product development
---- Service development
---- Pricing
---- Sourcing or making
---- Distributing and servicing
** Communicating the value
---- Sales force
---- Sales promotion
---- Advertising
Where is branding in this marketing process? Branding needs to be brought into the marketing process to clarify its role in marketing.
Kotler covers brand decisions in the chapter on “Managing Product Lines, Brands, and Packaging.” The definition for brand used by Kotler is the one given by the American Marketing Association.
“A brand is name, term, sign, symbol or design, or a combination of them, intended to identify the goods or services of one seller or group of sellers and to differentiate them from those of competitors.”
Kotler is not happy with the definition as he elaborates immediately that a brand is essentially a seller’s promise to consistently deliver a specific set of features, benefits, and services to the buyers. And he further states that a brand is even a more complex symbol. It can convey up to six levels of meaning: attributes, benefits, values, culture, personality, and user. In this context is it not better to define brand as a specific set of characteristics of an offer uniquely identified by a name, term, sign, symbol, or design or a combination of them? By defining it that way we may be able to identify the major groups of items that go with a brand:
Brand name
Brand design
Brand technology
Brand organization of production and marketing.
Each and every item above can be sold by business organization and bought by another organization. We can even think of brand market information as an additional item. It can be thought of as part of brand organization also.
What is brand building? Kotler does not describe and discuss the concept of brand building (Ninth edition). I feel brand building is concerned with potential users in the market. Recall that one of the points made in the Economic Times article is that brand is a clear recall in the consumer’s mind of all that a product or a service stands for. This is really the issue in brand building. For indicating this meaning a more appropriate terminology could be to say that brand building consists of ‘brand offer building’ and ‘brand market building.’ Having developed a brand or an offer identified by a brand name, the organization has to develop a market for it. This meaning is implied by discussions of brand equity in Kotler.
In the discussion on brand equity, Kotler says brands vary in the amount of power and value they have in the market place. At one extreme are brands that are not known by most buyers in the market place. They are brands for which buyers have a fairly high degree of brand awareness (measured either by recall or recognition). Beyond this are brands with a high degree of acceptability-in other words, brand that most customers would not resist buying. The next two categories are brands having customer preference and brands having customer loyalty. This discussion brings out the relation between brand and potential users. Brand building is costly because the brand is to be placed before the potential users for them to become aware of it, become users and accepters, and then develop brand preference and brand loyalty. All this brand building may need to be done even before the first sale is made. This is an upfront investment in developing a market for a particular brand.
What are the benefits of brand market building? The upfront investment in brand market building is to be equated to investment in high technology equipment. High technology equipments require large capital investment compared to low technology equipment, but they offer savings in terms of operating cost. The cost benefit analysis of using high tech equipment is a trade off between initial cost and running cost. Similarly, brand building which includes brand offer building and brand market building will reduce selling expenditure. A company that has not built a brand has to incur higher selling cost to transact with the customer. The salesman has to communicate much more with the customer and spend more time with him to show that the product works before a sale is made. The salesman has to use his personal relationship with the potential buyer to convince him to buy the product. Brands with large markets make selling easy and therefore dealers and distributors stock them more willingly for lower commissions.
Explained in this way, the dilemma of a start up is clearer. The decision is similar to the scale of production capacity and level of technology. Initially the start up may have small production capacity with general purpose equipment. This may result in high production costs. But investing in large plants can be risky. Similarly when it comes to brand market building it may not do in a significant manner but rely on experienced salesmen to make the sales. This will mean that selling costs are high but incurring upfront brand market building expenditure is risky.
This also explains the recommendation of some experts that brand building should start once the core of the offering is finalized. At this stage, the venture team is confident of the success in production side as well as market side through its initial forays through avenues that have high current or operating costs. The venture capitalist is happy to release money for both building a large plant with more automation and brand market building.
The article begins with the statement that Mocha coffee shop started brand building from day one. But Sulekha.com focused on developing a critical mass of users through word-of-mouth. It started brand building only in 2007, even though it had started in 2001.
The article focuses on the dilemma of start-up companies whether to build a brand or not? Because while a strong brand equity can bring enormous value to the company, it also requires a large commitment of capital and management energy early on. To add to the confusion some experts recommend brand building even at the pre-product stage, where as others recommend waiting till the company establishes the core attributes of their product or service offerings.
Harshal Shah of Reliance Technology Ventures supports the idea that a company should start building its brand, as soon as it has validated its core. The core according to him comprises the venture team’s values, experiences and capabilities.
Some of the points made in the article are as follows. A strong brand is a profitable asset. Brand identity is essence of the attributes of the offering, which will be consistently performed every time a customer experiences it. It is not mere advertising, nor even just marketing, but a clear recall in the consumer’s mind of all that a product or a service stands for. Living the values that the newborn brand claims to represent and communicating to the audience that the same results can be expected in all the transactions with the brand has to be done repeatedly for sufficient period of time to build the brand. Longevity and profits in the long term are a good reason for early brand building.
This article increased my curiosity in the concept of branding. What is branding? Is it a part of marketing? Is there a war of words going on between marketing and branding? Such war is being fought between management and leadership. While in the earlier texts on management, leadership was a chapter. We have now a set of people who claim that managers are not leaders or managers were not trained to be leaders.
I quickly glanced through the Kotler’s Marketing Management (Ninth edition) for refreshing myself on the issue. Kotler gave a view of the marketing process originally proposed by in McKinsey staff paper.
In the process, there are strategic marketing steps and tactical marketing steps.
Strategic marketing steps:
---- Customer segmentation
---- Market selection/focus
---- Value positioning
Tactical marketing steps:
** Providing the value
---- Product development
---- Service development
---- Pricing
---- Sourcing or making
---- Distributing and servicing
** Communicating the value
---- Sales force
---- Sales promotion
---- Advertising
Where is branding in this marketing process? Branding needs to be brought into the marketing process to clarify its role in marketing.
Kotler covers brand decisions in the chapter on “Managing Product Lines, Brands, and Packaging.” The definition for brand used by Kotler is the one given by the American Marketing Association.
“A brand is name, term, sign, symbol or design, or a combination of them, intended to identify the goods or services of one seller or group of sellers and to differentiate them from those of competitors.”
Kotler is not happy with the definition as he elaborates immediately that a brand is essentially a seller’s promise to consistently deliver a specific set of features, benefits, and services to the buyers. And he further states that a brand is even a more complex symbol. It can convey up to six levels of meaning: attributes, benefits, values, culture, personality, and user. In this context is it not better to define brand as a specific set of characteristics of an offer uniquely identified by a name, term, sign, symbol, or design or a combination of them? By defining it that way we may be able to identify the major groups of items that go with a brand:
Brand name
Brand design
Brand technology
Brand organization of production and marketing.
Each and every item above can be sold by business organization and bought by another organization. We can even think of brand market information as an additional item. It can be thought of as part of brand organization also.
What is brand building? Kotler does not describe and discuss the concept of brand building (Ninth edition). I feel brand building is concerned with potential users in the market. Recall that one of the points made in the Economic Times article is that brand is a clear recall in the consumer’s mind of all that a product or a service stands for. This is really the issue in brand building. For indicating this meaning a more appropriate terminology could be to say that brand building consists of ‘brand offer building’ and ‘brand market building.’ Having developed a brand or an offer identified by a brand name, the organization has to develop a market for it. This meaning is implied by discussions of brand equity in Kotler.
In the discussion on brand equity, Kotler says brands vary in the amount of power and value they have in the market place. At one extreme are brands that are not known by most buyers in the market place. They are brands for which buyers have a fairly high degree of brand awareness (measured either by recall or recognition). Beyond this are brands with a high degree of acceptability-in other words, brand that most customers would not resist buying. The next two categories are brands having customer preference and brands having customer loyalty. This discussion brings out the relation between brand and potential users. Brand building is costly because the brand is to be placed before the potential users for them to become aware of it, become users and accepters, and then develop brand preference and brand loyalty. All this brand building may need to be done even before the first sale is made. This is an upfront investment in developing a market for a particular brand.
What are the benefits of brand market building? The upfront investment in brand market building is to be equated to investment in high technology equipment. High technology equipments require large capital investment compared to low technology equipment, but they offer savings in terms of operating cost. The cost benefit analysis of using high tech equipment is a trade off between initial cost and running cost. Similarly, brand building which includes brand offer building and brand market building will reduce selling expenditure. A company that has not built a brand has to incur higher selling cost to transact with the customer. The salesman has to communicate much more with the customer and spend more time with him to show that the product works before a sale is made. The salesman has to use his personal relationship with the potential buyer to convince him to buy the product. Brands with large markets make selling easy and therefore dealers and distributors stock them more willingly for lower commissions.
Explained in this way, the dilemma of a start up is clearer. The decision is similar to the scale of production capacity and level of technology. Initially the start up may have small production capacity with general purpose equipment. This may result in high production costs. But investing in large plants can be risky. Similarly when it comes to brand market building it may not do in a significant manner but rely on experienced salesmen to make the sales. This will mean that selling costs are high but incurring upfront brand market building expenditure is risky.
This also explains the recommendation of some experts that brand building should start once the core of the offering is finalized. At this stage, the venture team is confident of the success in production side as well as market side through its initial forays through avenues that have high current or operating costs. The venture capitalist is happy to release money for both building a large plant with more automation and brand market building.
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