Branding
Operational Effectiveness
Organizational Leadership
Business Restructure
Human Resource
 
 
 
 
 
 
   
  Consulting Solutions
  Bussiness Process Solution
  Application Solution
  Infrastructure Solution

Branding

Brand Mythology

Brand is corporate logo or product trademark, marketed through several media. It is marketing sub activity adds cost to unit. It is intended to identify the goods or services of one seller in order to differentiate them from those of competitors. Traditional business does not see the need for developing brand strategy. As a result, the brand seldom survives the disappearance of dictator or change ownership.

Brand Mantra

Brand as organization function much bigger than marketing activity that generates overall bottom line growth and image. Brand as intangible valuable asset which may worth more than one’s physical asset. A brand designates a product or service as being different from competitors' products and services by signaling certain key values specific to a particular brand. It is the associations which consumers make with the brand that establish an emotional and a rational 'pact' between the supplier and the consumer.

It is about defining corporate reputation, identity and trust as strategic tools to maintain long term financial success and hence market share. Therefore successful brand initiatives must be actively managed as a top priority of senior management, with the individual involvement carefully guided and driven along the way

The other and better road to achieving the required consistency is to enshrine the brand values in a brand strategy and to nurture an organization to service it. A brand exists because of it’s commitment to its internal values. Without that commitment it is nothing but a glorified product or service name. Coco-cola is 118 year old brand that indicates brand durability extent.

Distinctiveness is critically important in branding, and building equity is an extension of this. Any one of the areas of strategic distinctiveness, done well over time, becomes a brand equity that determines business value.

"If this business were split up, I would give you the land, bricks and mortar, and I would take the brands and trademarks, and I would fare better than you"
John Stewart (Former CEO of Quaker)

Most product level or brand managers limit themselves to setting short term objectives because their compensation packages are designed to reward short term behavior. Short term objectives have been seen as milestones towards long term objectives. Often product level managers are not given enough information to construct strategic objectives.

It is sometimes difficult to translate corporate level objectives into brand or product level objectives. Changes in shareholders equity is easy for a company to calculate: It is not so easy to calculate the change in shareholders equity that can be attributed to a product or category. More complex metrics like changes in the net present value of shareholders equity are even more difficult for the product manager to assess.

In a diversified company, the objectives of some brands may conflict with those of other brands. Or worse, corporate objectives may conflict with the specific needs of your brand. This is particularly true in regards to the trade-off between stability and riskiness.

^ Top

How can successful management of the corporate brand lead to a more prolific company image and reputation for your industry?

BENEFITS

Our seasonal experienced business experts marketing and management guru, attorneys and designers will guide you to understand customer requirements , your business philosophy , your core competencies and help you address it to target customer as a strong brand with more focused approach resulting in long term profitability and credit.

Your traditional knowledge may lead to higher cost and delayed results about brand building exercises.

Many of your relevant questions will be answered and directed toward higher productivity.

  • How can brand be used as a vital asset and marketing tool for success in today’s competitive era?
  • What impact and key benefits will you gain through implementing a strong corporate branding strategy?
  • Corporate image dies a slow death how can -companies measure the life of a corporate brand?
  • What takes it to make a successful corporate brand and how well-known brands have been build
  • What mechanisms can be implemented to continuously measure the progress in brand building process?
  • How can a corporate brand be more successful in opening doors in a new country over individual product brands?
  • What has more long term benefit: product branding v corporate branding?
  • Is it possible for corporate branding and product-branding work together to gear a company for increased market share?
  • How can corporate branding be tackled in product communication to effectively align the two?
  • How can corporate branding have a positive effect on extending the life span of products?
  • Can corporate branding be instrumental in increasing competition with generic products?
  • How can you measure the impact corporate branding can have on products?

Understand how a positive reputation for both the industry and its individual companies provide a supportive cushion during a slowdown in the introduction of new blockbuster products.

  • How have corporate mergers affected the industry?
  • What has been the impact on corporate branding?
  • How can you use corporate branding to ensure unity after a merger or acquisition?
  • How have companies who have merged incorporated the different visions, branding statements to work together?
  • Sustainable relationship advantages with key audiences to prosper in an increasingly competitive and constantly changing global marketplace
  • Allows focus on the core beliefs and values of the organization
  • Offers competitive advantage
  • How can corporate brand be instrumental in regaining product value, which has been lost due to negative press?
  • What will corporate branding do in the long term for enhancing corporate image?
  • How can you communicate your image and build trust in the investor relations community?

    ^ Top

IMPLEMENTATION

  • What are the cost implications of launching a corporate brand?
  • Is it viable for both small and large companies?
  • How do you ensure your corporate brand is distinguished from competitors?
  • What are the complications of implementing a corporate brand?
  • Learn to use your web site to effectively communicate key issues which could otherwise result in bad press.
  • Is your corporate web site easily accessible on the Internet?
  • Can trust and long term relationships be built with both GP’s and patients through corporate branding?
  • How can you measure the impact a corporate web site has on your bottom line?
  • Learn how management of the corporate image can integrate the corporate culture with the process of managing.
  • How can you use these measurements to track changes in your reputation?
  • How can these changes be interlinked to your corporate image?
  • Understand why a strong corporate reputation is one of the most valuable assets in a CEO’s tool kit?
  • How can it be as critical to business success as a healthy balance sheet?
  • Learn how you can convince your CEO that long-term management of corporate branding is an investment.
  • How can corporate brand be instrumental in regaining product value, which has been lost due to negative press?
  • Is company currently combating the issue of bad press?
  • What will corporate branding do in the long term for enhancing corporate image?

    ^ Top

Our solutions

  • Brand management and development
  • Enhancing management communications
  • Benchmarking of competitors
  • Monitoring value year on year
  • Creating a brand-centric culture
  • Internal licensing, brand control and tax planning
  • Mergers & Acquisitions
  • Joint-venture negotiations
  • Expert Witness - evaluating the economic damage of trade mark infringement
  • Financing and insolvency- securing funds through identification of value of intangible assets.

    ^ Top

What makes sense to branding?

  • Legal protection
  • Easy to pronounce
  • Easy to remember
  • Easy to recognize
  • Attract attention
  • Informs product benefit and usage instructions
  • Reflect the company or product image
  • Distinguish the product's positioning relative to the competition

    ^ Top

Strategy

Our quality and quantum of information helps to evaluate and restructure business activity and provides appropriate on time direction to help you mange various portfolio, leverage your strengths to lead market.

Our insight of industry verticals in different arena help you determine and execute plans for sustainable competitive advantage. The process of capturing the real essence of strategy is to track the performance in dynamic condition of business. Change management has always been the requirement of all strategies. Our dynamic strategies not only consider multiple choices but could envisage multiple choices for each of changing situations which affect business prospects. The purpose of these efforts is in the end result. Your goals decide focus of strategy and commit organizational resources to attain them in the time window specified. As by Machiavelli” The end justifies the means”. Our specific strategies base on your core values help you earn larger revenues, greater market share and segment leadership position

World over majors have consolidated to elevate technology enlarge product range access new markets, cut costs and in graft versatility.

Our offerings are far and wide to get you most.

 
 
Upbeat of unaligned merger initiatives and corporate ethics
Attaining and retaining corporate position in volatile situation
Music of management and rhythm of systems in well tuned organistion
New trends in consumer psyche and purchase patterns
business technology propelling the economic growth
Red carpet for Indian companies in Europe
New dimension in quality appliances
Telecommunication transformation for rural India
Real estate revolution and role of FII and IPOs
Indian story gaining an exciting edge
Consolidation of giants concern for small companies
PLM to profitably a long sighted curve
China gearing for new avenues in infrastructure development
Biotechnolgy at leading front
Managing crisis at time of growth .Stories to learn from
Customer calling on company decision
Sucess of small business fuelling the economy
B-Schools encouraging entrepreneurship
Lawyer in new role
Focus on market share diluting brand perception
People management is the only mangamnet realized by giants.
Talent gaps and rising remuneration making business game competitive
Architectural opportunities unexplored.
branding@intellectsource.com
bt@intellectsource.com
logistics@intellectsource.com
realestate@intellectsource.com
jv@intellectsource.com
qa@intellectsource.com
bi@intellectsource.com