by

Gregor Harter
[email protected]

Alex Koster
[email protected]

Dr. Michael Peterson

[email protected]

Michael Stomberg
[email protected]

Managing Brands for Value Creation

What is a brand-guided company? From talking to hundreds of companies across Europe, we identied three categories of organizations:

Brand-guided companies: recognize the importance of brands and sound management of brands for their business success. They have established a common understanding of what the company stands for, and hence assigned clear brand ownership at top management level. Brand-guided companies occur across all industries. Emerging brand companies: have not yet fully recognized the importance of brands for their business success, but expect brands to become increasingly important over the next ve years. They are working on establishing a common understanding of their brand within their company, but have not yet established clear brand ownership. Brand-agnostic companies: do not consider brands to be an important factor to their business success today, and do not believe they will be important in the next ve years. They do not intend to develop a common understanding of their brands within the company, and have no interest in establishing clear brand ownership in their organizations.

Exhibit 1

Importance of the Brand to Company Success

Booz Allen Wolff Olins Brand Sophistication Ladder Brand-guided Companies

92%

97%

Brand-agnostic Companies Important

Emerging Brand Companies

55% Very Important

Minor contribution of the brand to the success of the company Focus on costs, process optimization less on client requirements

Significant importance of the brand in securing market share and in realizing a price premium Partly alignment of brand with strategy Consistent brand understanding within the company

Profound customer insight Strong alignment of brand values with strategy, company processes and the organization Sophisticated brand control tools

Increasing brand affinity relevance, complexity

72% 48% 28% 5 years ago TODAY

5 years from now

Source: Booz Allen Wolff Olins European Survey among Marketing- and Sales-Officers, 8/2004

Exhibit 2

Success Compared to the Competition in the Past 2-3 Years1

Branded-guided companies

82%

18%

Case study banks: Brand-guided companies surveyed achieve a return on equity of 19% against 8% for remaining players Case study industrial goods: Brand-guided companies surveyed achieve an EBITDA of 17% against 10% for remaining players

Other companies

Performance clearly above industry

1

Industry average performance

4%

56%

40%

Below industry performance

According to the statements of the interviewees Source: Booz Allen Wolff Olins European Survey among Marketing- and Sales-Officers, 8/2004

Managing Brands for Value Creation

Coca-Cola, Microsoft, IBM, Intel, Nokia, Dell, and GE are some of the most powerful brands on the planet. With estimated brand values between $50 billion and $ 100 billion each, they account for more than 25 per cent of the total value of the companies that own them. These brands command margins signicantly above their industry average massively outperforming their rivals. So why are some companies so successful at leveraging brands, while others achieve far more modest returns on their branding budgets? To nd out, Booz Allen Hamilton and the brand consulting rm Wol Olins carried out research among marketing executives across Europe. It shows that over 90 per cent of companies believe their brand is a key element of their success twice as many as ve years ago. Yet less than 20 per cent put the management of their brand at the heart of their business systems and capabilities. This appears to be signicant in explaining superior brand performance. What dierentiates the companies that are most eective at leveraging their brands is not how much they spend on advertising and other brand promotions1, but whether they are brand-guided. Brand-guided companies actively use the brand to drive business decisions and manage the company. These companies occur across all industries. The Booz Allen Hamilton/Wol Olins research identied 10 key areas where successful brand-guided companies excel. A company that focus on these areas can become brand-guided and thus make a signicant dierence to the bottom-line. Brand-guided companies signicantly out-perform their competitors Our research shows that a group we call brand-guided companies signicantly outperforms their rivals (see side panel and Exhibit 1 for a denition of categories). Companies in this category achieved above industry average results (see Exhibit 2). Brand-guided companies occur across all industries. We expected to nd a higher concentration in the fast moving consumer goods (FMCG) industry, but we found them in every sector we researched. And the disparity between brand-guided and non brand-guided companies varies widely within the same industry regardless of the industry. On average, our survey shows2 that brand-guided companies have protability margins nearly twice the industry standard. Brand-guided banks, for example, have an ROE (return on equity) of 19 per cent compared to 8 per cent for banks in the other two categories. In the industrial goods sector, brand-guided companies achieve EBITDA (earnings before interest, tax, depreciation and amortization) margins of 17 per cent, compared with 10 per cent for the remaining players (see Exhibit 1). What does a brand-guided company do? Brand-guided companies have clearly-dened brand values which are understood throughout the entire organization. They establish well-dened ownership for management of the brand at top management level. This enables the brand to provide the cohesive force that guides key activities such as product development, customer service, sales and operations and supports the strategic management process. Brand-guided companies also gain an edge over non brand-guided companies through the attitude of employees. For them, living the brand is more than just a clich. It is a reality that makes a material dierence to the companys nancial performance. Time and again, the evidence shows that employees who engage fully with the brand and support its ethos contribute eectively to the parent companys success. As an example, take the Spanish fashion retailer Zara. The company has been one of the fastest-growing clothing retailers of the past 10 years with growth rates of 20 per cent per annum. The Zara brand is all about the pleasure of buying high fashion at aordable prices. Yet the brand is sustained with very little external marketing. Instead, the company relies on word-of-mouth among customers. This also feeds directly into its product and store design and supply chain. By using the brand to drive the business, the company has shortened the distance between its consumers and its designers so that new products and retail formats are continuously developed, promoted and tested with real consumers in the stores.

1 2

Our analysis, for example, shows that Coca-Cola, Microsoft, IBM, GE, Intel and Nokia all achieve impressive brand values of $50-100bn with comparatively low budgets. Booz Allen Wolff Olins European survey among Marketing- and Sales Ofcers, 8/2004.

In brand-guided companies, employees have more enthusiasm about their work and communicate this enthusiasm to customers. They have a greater clarity about what is expected of them and how they need to do their everyday tasks dierently to deliver on the brand promise. The brand-focused employee contributes to a common understanding of what the company stands for and what its ambitions are. This leads to a clearer picture of the companys goals. As a consequence, a clear understanding of the brand can facilitate strategic goals. In return, the brand-guided company pays more attention to its employees. The research shows that brand-guided companies are twice as likely to assess the performance of individual employees and their activities on a regular basis, compared with brandagnostic or emerging brand companies. How can a company put all this into operation? First, a company has to clearly dene the market position it aspires to and dene the strategic goals. Based on this, a brand proposition can be developed and then translated into all key constituents of the business (see Exhibit 3).
Exhibit 3
Strategic Management of a Brand

is four times shorter than of its CEO. The failure of so many CMOs, and the persistent reorganizations of marketing functions, indicate a serious disparity between companies needs and the solutions oered by marketers. This has led some people to question the relevance of CMOs. Our research suggests, however, that the problem does not lie with the CMO role per se. Rather it lies in the fact that the CMO agenda in non brandguided companies is not eectively aligned with the CEOs agenda. If CMOs can demonstrate the benets of brand management to their companies, they can boost the impact of their marketing function and fully leverage the potential of their brand. By employing more focused metrics and acting on the results of marketing ROI (return on investment), CMOs can transform the performance of the company and the marketing function. Tougher metrics for more sophisticated CMOs How can CMOs prove that being brand-guided works for companies? The answer lies in having more eective metrics.

1. Step: Company Strategy

Company Strategy Brand Proposition

Company goals Product / service strategy Positioning Brand proposition Rational benefit Emotional benefit Brand values

2. Step: Brand Concept 3. Step: Translation of Brand into Operations

Detailed proposition with rational and emotional benefit Brand Values Align Constituents of the Business to Brand Marketing & Distribution R&D Operations Supply Chain Admin.

Culture

Marketing Mix Distribution Products Communication Price

Brand Master CMO A strong CMO role is essential for companies that want to become brand-guided. If branding is truly at the heart of an organization, then the marketing function needs to be there too. The lack of brand focus in underperforming companies explains why marketing does not seem to deliver on the expectations set by CEOs. The life expectancy of the average CMO, for example,

The Booz Allen Hamilton Wol Olins survey shows that brand-guided companies are more willing and able to use disciplined ROI marketing techniques, instead of making intangible promises or using marketingspeak. This willingness to focus on harder metrics leads to success. Why are most marketers reluctant or unable to use solid metrics? Because marketing ROI is more complex

than nancial ROI. With nancial ROI, the return and the investment can be measured equally. But to measure the success of marketing, a number of key performance indicators (KPIs) must be collected and computed to produce a reliable basis for measurement. Brand-guided companies are more successful at this complex measurement of marketing ROI than are brandagnostic or emerging brand companies. This starts with brand-guided companies collecting the necessary KPIs to assess marketing performance more regularly than the other types of company. For example, 45 per cent of brand-guided companies regularly assess share of wallet (their share of sold product as a percentage of the customers total expenses) compared to only 24 per cent of emerging brand and brand-agnostic companies surveyed. Sixty-four per cent of brand-guided companies regularly investigate whether their brand
Measurements and Link to Market Position A Number of Regularly Collected KPIs

concerned that too much science might detract from the art of marketing. In many marketing functions, creativity and innovation are valued more than the ability to number-crunch and design models to extract scal results. This is understandable. But the lack of hard measurement abilities in senior marketers may be contributing to the lack of success and acceptance of CMOs in many companies. The challenge is to focus creativity on the activities which add the most value to the company. To gain inuence among their C-level colleagues, CMOs need to be more comfortable with using nancial metrics in this way. They need to demonstrate that they are as nancially smart as other directors on the board. We would advise CMOs in emerging brand companies, as well as in brand-agnostic companies, to look more carefully at measuring KPIs (see Exhibit 4).

Exhibit 4

Used to Reassess Business Decisions

Comments Comments

Customer Related Measures

Customer satisfaction

91% 80%

To reassess Brand strategy/ positioning

100% 70%

Customer loyalty

82% 70%

Share of wallet

45% 24%

To allocate media budget on different communication channels

82% 56%

Operational Measures

Incremental sales

100% 82%

To reassess price positioning

64% 32%

Productavailability

82% 42% 64% 20%

Pricecomparison/ margin

To asses performance of individual employees

45% 24%

Brand-guided companies assess complex Return-on-Investment Marketing ratios significantly more often and secure customer satisfaction across all client interfaces specifically Degree / intensity of customer loyalty Share of wallet the share of the sold product among the customers total expenses Product availability a quick response to demand swings Price margin above-average margin enabled by the brand These performance indicators additionally play a key role in strategy development, positioning, employee incentives

Brand-guided companies
Other companies

Source: Booz Allen Wolff Olins European Survey among Marketing- and Sales-Officers of the Top 500 companies, 8/2004

permits them to charge a price premium, and they then adjust their price points accordingly. Only 20 per cent of brand-agnostic and emerging brand companies do this. Why are the other types of companies so reluctant to do this? One possible explanation is that marketers of brand-agnostic and emerging brand companies are

Becoming a brand-guided company The reality is that many companies are not doing justice to their brands. As our survey shows, getting the most value out of the brand means moving the brand to the center of the management strategy. The key to making this happen is the CMO. He is responsible for developing a brand that is

closely tied to the companys strategy and for deploying the brand consistently across all constituents of the business (see Exhibit 3). CMOs can play a crucial part in boosting bottom-line performance if they put the capabilities in place to turn their business into a brand-guided company. At present, many CMOs lack the power to inuence or even drive the overall company strategy. However, our research indicates that if CMOs utilize ROI marketing techniques to direct budgets and other resources, in combination with incentive systems for employees, the resulting improved nancial performance signicantly underpins the value of marketing. Our examples show how a brand can be the cohesive force to implement a new company strategy. It also

demonstrates how the brand is seamlessly integrated into the strategic management process including performance measurement. In brand-guided companies, the brand is not only about communication and attractive packaging it is also a serious instrument of corporate management. By following Booz Allen Hamiltons proven three-step methodology for managing brands (see Exhibit 3 and case example below), CMOs can achieve the triple whammy of improving company performance, increasing the relevance of the CMO function in company value creation, and realigning their role towards the full C-level agenda. Booz Allens global Customers, Channels and Marketing Management practice serves numerous clients in all aspects of branding, sales, marketing and customer relationship work.

How brand-guided is your company? 10 Attributes of Brand-Guided Companies Booz Allen Hamilton and Wol Olins have identied 10 key attributes of brand-guided companies. How many of the following describe your company? 1. You recognize that the brand is a key asset in delivering your companys strategic targets at a level that is higher than the industry standard 2. Your company doesnt consider the brand as merely a communications issue brand is recognized as the key platform to link the company strategy with customers and employees 3. Your brand management processes are integrated seamlessly into the companys processes i.e. Branding is not a separate activity 4. Success is generated by corporate condence the brand delivers that success by providing a catalyst for the companys products, services and employees 5. Your senior management is accountable for the brands continued health brand responsibility resides at Clevel 6. All your employees share a belief in the brand as well as a common understanding of it, the power of the brand acts as an incentive to employees, employees activities are aligned with the brand values and contribute to building and strengthening the brand, and employees are measured and rewarded by the success of these brand-guided activities 7. Your marketing department is able to talk in terms of expected return on their investments marketers can leverage customer insights to make the most eective marketing decisions, they can also analyze what they know about customers to contribute eectively to strategy in the future, and your marketing activities are always closely aligned with the core brand values 8. You have sucient IT capability in place to capture data on customers, segment them eectively, respond to their needs, and catalyze marketing techniques to deliver high ROI 9. You assess key performance indicators, such as share of wallet, on a regular basis as a result of these assessments, you take appropriate management action 10. You identify your brand equity (the nancial value of your brand) you understand the brands value drivers and the levers required to inuence these drivers Gregor Harter, Vice President, Munich, [email protected] Alex Koster, Senior Associate, Zurich, [email protected] Dr. Michael Peterson, Principal, Munich, [email protected] Michael Stomberg, Principal, Munich, [email protected]

Customers, Channels and Marketing Management Key Contacts

Europe Johannes Bussmann Lenbachplatz 3 80333 Munich Germany +49-89-54525-0 Gregor Harter Lenbachplatz 3 80333 Munich Germany +49-89-54525-0 Mike Fritsch Grueneburgweg 102 65323 Frankfurt Germany +49-69-97167-0 United States Evan Hirsh Key Tower, Suite 5300 127 Public Square Cleveland OH 44114 +1-216-696-1900 Latin America Ivan de Souza Avenida Nacoes Unidas, 12.901 Torre Norte - 18o e 19o andares Sao Paulo SP 04578-000 Brazil +55-11-5501-62000 Asia Paci c Vanessa Wallace Level 7 7 Macquarie Place Sydney NSW 2000 Australia +61-2-9321-1900

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What Wol Olins Brings

Wol Olins are brand experts. The consultancy reinvents businesses, brands and markets to deliver growth. It is recognized and sought after for its creativity and cut-through thinking. Wol Olins' clients are Fortune 500 companies, ambitious enterprises and visionary individuals. Founded in 1965, the consultancy operates from o ces in London, Hamburg, Barcelona, Lisbon, New York, San Francisco and Tokyo. It is part of the Omnicom Group. Clients include AOL, Abbey, Egg, First Direct, GE, Liechtenstein, Lloyds TSB, New York City, Orange, PricewaterhouseCooper, Sky, Stanhope Properties, Tate, Tesco and Unilever. Rose Bentley 10 Regents Wharf - All Saints Street - London N1 9RL Tel. +44 207 713 7733 Fax +44 207 713 0217 Email: rose.bentley@wol olins.com Internet: www.wol olins.com

01/05 PRINTED IN GERMANY 2005 Booz Allen Hamilton GmbH