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1、Grow your brand over the short and long term 3 S H O R T T E R M O R L O N G T E R M ? Grow your brand over the short and long term Every experienced marketer recognises the problem: they know that brands grow over the long term but all too often their efforts are diverted into delivering the next q

2、uarters budget. Our 2018 study Getting Media Right finds that only 52% of global advertisers are confident their organisation has the right balance between short-term performance marketing and long-term brand building. And it is not just that day- to-day business demands attention, so too does the d

3、ata. Whether it is sales, searches or clicks, the readily available data focuses attention on what is happening here and now. So, what to do? Struggle on, feeling that the real growth opportunity lies just out of sight or give in and focus on the quick wins? Or maybe there is another way to reconcil

4、e this dilemma? Despite the apparent dichotomy between short and long term, their definitions are far from clear. It is not as though we can easily segregate short-term activities from long-term. A short-term price discount might have a long-term effect if it gets someone to buy for the first time,

5、thus increasing the probability that they will buy again. Equally an ad campaign designed to build positive brand attitudes over the long term might remind an existing user to buy the brand on their next shopping trip. What we can say with confidence is that sustained, long-term growth is rare. Our

6、BrandZ global brand equity database reveals that even when an increase in market share is sustained over a year, the odds are stacked against improving on that increase. Of the brands measured across both a one-year and three-year time frame, fewer than 6% of brands grew market share over the first

7、year, but only 6 in 10 of those had sustained that gain over three years, and fewer than 1 in 10 further improved on their initial gain. Our analysis finds that the key to sustainable growth lies in balancing investment across marketing activities designed to influence behaviour at different points

8、in the buyer lifecycle. 6 in 10 .of these brands sustain their gain over three years 1 in 10 .further improve on their initial gain 6% of brands grow market share over the first year Fewer than Sustained, long-term growth is rare 5 C O N T E N T S 1 Balance your investment across three key activitie

9、s Page 8 2 Deliver the brand experience that will delight your existing users Page 12 3 Grow your brand exposure and reach out to future buyers Page 16 4 Plan your brand activation to create salience with meaning among shoppers Page 22 5 Inform good strategy and provide strong brand guidance Page 26

10、 To help all marketers improve their chances of achieving sustainable market share growth, this report offers a simple framework for understanding brand growth, and makes five recommendations on how best to build sales now and into the future. Our findings are based on the analysis of 3,907 brands i

11、n our BrandZ database measured over a three-year period across 21 countries and 58 product categories. 7 7 Building sales momentum In science, momentum is a function of mass and velocity. With brands, greater mass (market share) brings huge advantages, not the least of which is greater physical avai

12、lability. But mass on its own does not guarantee future growth. Growth comes from improving velocity, the speed at which the brand builds sales relative to its size and to its competition. All marketing activities need to work now, but not all of them drive sales at the same rate or over the same ti

13、me frame. For instance, our market mix modeling finds that on average, digital display and search marketing tend to have a very quick sales impact but that their influence does not last. TV and digital video have longer lasting effects but still decay over the course of several weeks. Unless you hav

14、e the budget to spend continuously, growth will be hard to come by if you rely only on short- term incremental effects. The key to building sales now and into the future is to turn incremental effects into lasting ones. 9 1 B A L A N C E Y O U R I N V E S T M E N T To master momentum, balance your i

15、nvestment across three key activities Many in business think of “brand” in very limited terms: a logo, advertising, PR and social media posts. But no one buys a brand because of its logo. They buy it because of what that logo stands for. A brand is defined by the intuitive feelings, memories and exp

16、eriences that people associate with it and some of those defining associations may be decades in the making. Everything you do builds your brand, but it is how people interpret what you do and how they remember it, that really matters and their interactions with your brand extend far wider than the

17、“first moment of truth.” At Kantar we identify three broad areas of marketing activity that are key to driving sales now and for the future: Experience Exposure Activation Each one is important, and each contributes to brand growth in a different way and over a different time frame. 11 Getting the b

18、alance of investment right is critical to creating sustained growth. It is very tempting to focus only on one activity, and, indeed, many commentators will advocate that marketers do so, usually because their own business would benefit as a result. However, our research finds that brands which focus

19、 too much on only one activity risk leaving money on the table. More sales momentum is achieved by ensuring all three activities are optimised and working in synergy; focusing only on one area will likely result in under- performance. Further, your brands category, size and competitive context may d

20、ictate a different balance of investment across these three areas to maximise sales momentum. Getting the balance of investment right is critical to creating sustained growth. “ ” Source: 3,907 brands measured in BrandZ over a three-year period, progressively filtered down to 146 brands that exceed

21、expected performance on all three points of the buyer cycle. Applying market pressure across three points in the buyer cycle builds sales momentum now and for the future. Starting with experience, strong performance at each stage adds up to an overall increase of 46% across three years. E X P O S U

22、R E Influences future sales E X P E R I E N C E Influences repeat sales A C T I V A T I O N Influences immediate sales CUMULATIVE GROWTH +7% growth +27% growth +12% growth Maximise retention of existing users Make sure predisposed customers can easily buy brand Predispose more new customers Deliver

23、a positive experience Capture more shoppers that were not predisposed Frame positive expectations 13 2 E X P E R I E N C E : D E L I G H T Y O U R E X I S T I N G U S E R S Deliver the brand experience that will delight your existing users: they are the foundation on which your growth is built We st

24、art with experience because this is the ultimate test of your brand, the point at which all the promises and expectations meet the reality of what the brand really can deliver to its customers. Thanks to The Ehrenberg Bass Institute, the accepted wisdom is that you need to acquire new users and loya

25、lty will follow. While this is generally true although some brands make huge profits by not following the general pattern you cannot easily build penetration if existing users do not buy again. Growth comes when you increase retention and increase acquisition at the same time. And the key to increas

26、ing retention is happy customers. If users have positive attitudes toward a brand (are predisposed to buy it again) then they are more likely to stick with it. Across the 3,907 brands measured in BrandZ over three years, those which have more users predisposed to buy than expected, grow market share

27、 by an average of 7% across the next three years (those with a deficit decline by 9%). While this increase may seem small, it is ten times the average observed across all brands. Further, it is important to remember that these people are already buying or using your brand, and, as such, offer the ea

28、siest way to improve future sales by encouraging them to buy again. All brands will lose some existing customers, but if a brand is not creating an excess of predisposed buyers then the resulting defections must be matched by more costly acquisitions, undermining margins. Brands which have more user

29、s predisposed to buy than expected, grow market share by an average of 7%. “ ” 15 It may be tempting for marketers particularly in innovation-led or customer service-led business to write off delivering a great experience as “not my job”, but marketing has a big role to play in framing how people ex

30、perience the brand. It starts with a clearly articulated and understood brand promise that defines what the brand has to offer. New customers will judge their own experience in the light of the expectations created by marketing, so it is important to mind the gap and ensure that the brand experience

31、 is aligned with the brand promise. Companies that deliver what they promise are three times more likely to be recommended by their customers, and twice as likely to have customers with stated loyalty. This means ensuring employees are empowered to provide proactive, responsive and empathetic servic

32、e, that people find it easy and convenient to do business with the company, and that products live up to their claims. Compelling marketing combined with exceptional experience helps reinforce brand choice and generate loyalty, advocacy and greater customer lifetime value. 15 Premier Inn, the budget

33、 UK hotel chain, managed to grow incremental revenue by nearly 600 million in a highly price competitive category by creating meaningful differentiation and launching an ad campaign designed to predispose people to choose the brand. Once the basic brand promise was established, the brand then increa

34、sed salience around specific accommodation needs. Next, the brand turned to service, using consumer insight to identify moments of truth that would most impact satisfaction, return visits and revenues. CASE STUDY 17 3 E X P O S U R E : R E A C H O U T T O F U T U R E B U Y E R S Grow your brand expo

35、sure to reach out to future buyers and establish your meaningful difference now To grow, brands must continually acquire more new users than they lose existing ones. An important driver of growth is to seed positive ideas about a brand before people even start thinking about making a purchase. This

36、might sound wishful thinking in the age of marketing in the moment but remember, bigger brands grow by gaining more than their fair share of category entrants and fulfilling a greater share of needs and occasions not just by switching buyers from competitive brands. Our research finds that if people

37、 are predisposed to buy a brand in other words, their brand associations incline them to choose it they will be more likely to buy than if they come to the brand cold. Brands grow when they reach out beyond the existing bubble of users: For a small brand, this might mean targeting people currently b

38、uying competitive brands For a big brand, it might mean reaching out beyond existing category buyers Across the 3,907 brands measured in BrandZ, the ones that start with predisposed customers and grow the proportion of predisposed users more than expected, grow far faster than average. These brands

39、reach a cumulative three-year increase of 34% (combining 7% growth through retention of existing users and 27% growth through an increased proportion of predisposed users). Brands drive predisposition by increasing positive attitudes related to meaning, difference and salience in a way appropriate t

40、o the brand and its category. Typically, this means identifying a difference about the brand that has the potential to be meaningful to a wider audience and then making that difference as salient and meaningful as possible. Overall, our BrandZ analysis finds that brands that start as different (rela

41、tive to their brand size) grew by an average of 26% when salience increases. 19 Pundits like to debate whether attitudes lead or follow behaviour, but neither camp denies that the two are directly related. When behaviour and attitude are aligned, brands are more likely to grow. Integrating brand att

42、itude data into a time series analysis that identifies what contributes to sales growth, can be very instructive for an individual brand, and also confirms that the clarity of what a brand stands for does matter. When behaviour and attitude are aligned, brands are more likely to grow. A recent meta-

43、analysis found that brand equity explained between 2 and 29% of the variation in base sales over time, and revealed that the more clearly defined a brands image, the higher the proportion of base sales. CASE STUDY After careful analysis of short and long-term payback, UK insurance company Direct Lin

44、e redistributed media spend from digital display and direct response TV, to brand building TV advertising designed to build predisposition. The analysis identified that marketing added about 40.5 million in previously unmeasured profit (on a five-year NPV basis) through its impact on brand associati

45、ons. For instance, its Guaranteed Car Hire campaign improved perceptions that the brand offered good customer service among non- customers, increasing brand consideration and base sales, while also increasing positive word of mouth. “ ” Growth depends on building clarity about what the brand stands

46、for. The stronger a brands clarity, the stronger the influence associations have on sales. Average brand contribution to sales Source: Meta analysis of 54 Brand Structures studies. Brand clarity 21 Building up long-term differentiation helps a brand achieve more sustainable growth and reduces its re

47、liance on short-term activation and discounting. Marketers can directly influence brand exposure through their marketing spend. Studies by Kantar, Binet and Field, and Nielsen all find that there is a consistent relationship between share of voice this year and market share change next year. The mor

48、e a brand spends compared to its market share, the more likely it is to grow over time. By punching above its weight, the brand ensures its offer is salient in relation to specific needs and occasions for both existing and potential users. But to really build momentum, brands need to invest in great

49、 creative, now more than ever. There is a consistent relationship between share of voice this year and market share change next year. Brands can outperform category expectations by investing in a disruptive strategy, great creative and well-integrated media campaigns that produce synergies across media channels. Our creative development work finds that whether it is traditional or digital, advertising which taps into a core human insight and evokes a strong emotional response will have more impact. Brand exposure, however, is not just the result of i