Corporate brand used as an endorsement

In a competitive marketplace consumers need reassurance that the product they are about to purchase has high levels of quality and reliability. Sometimes the product brand needs a little extra support to ensure these demands are met. This little extra can come in the form of corporate endorsement where the strength of the corporate brand is leveraged to support and enhance the product brand. The two appear together, on the product, on packaging and in advertising. The corporate brand as a result is given more exposure than it normally would have.

What is the down side? What if the product bombs? The corporate brand may be tarnished for some time.
Virgin has used the corporate brand name across its entire product portfolio. The much publicised problems relating to its rail franchise could very well have tarnished the Virgin brand. The fact that it hasn’t is testament to the strength of the core brand.

Placing the corporate and product brands together allows the product brand to assume its own identity and positioning, but also source added strength from the corporate brand and its perceived qualities. This approach can help when a company wishes to introduce new products into a mature market, where it can be very difficult to gain penetration without the visual endorsement of a strong and credible corporate parental brand.    

Cadbury does this very well with its many confectionery products – Cadbury’s Creme Egg, Cadbury’s Bournville, Cadbury’s Roses, Cadbury’s Caramello where each product name has assumed the role of product brand.

In the case of Heinz the corporate name endorses product descriptors as opposed to product brands eg Heinz Baked Beans, Heinz Tomato Ketchup, Heinz Cream of Mushroom Soup etc.

What should be the visual size relationship between the two brands? This varies from one company to another depending on your objectives. Sometimes the corporate brand has equal prominence to the product name where the corporate brand is used very much as an identifier. Sometimes the corporate brand assumes a small size where it is used primarily as an endorsement.

Endorsement branding is increasingly used as a mechanism to integrate brand structure across country markets, providing a common element to unify product offerings. Sometimes different cultures, different consumer tastes and differing perception of the brands can dictate that the relationship must change from country to country.

A good example of this is leading coffee manufacturer Douwe Egbert with its ‘lady logo’ which appears on its coffee products worldwide. The size of the lady varies from country to country. The related positioning statement also changes so that in Spain the positioning emphasises coffee richness while in Holland, the association is with family values and comfort.

In conclusion, yes there can be considerable upside to corporate brand endorsement so long as you have confidence in the integrity of the product brand.

Tony Heywood is an international branding consultant and founder of Heywood Innovation in Sydney and co-founder of BrandSynergy in Singapore.

View some of Heywood’s work on www.heywood.com.au

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What value brands now?

Brand valuation companies like Interbrand must be rubbing their hands with glee. All those brand valuations they did in 2007 and 2008 don’t exactly count for very much in 2009. They have to start all over again. All but the fortunate few companies will be shadows of their former selves. Many of these would have paid substantial sums to protect themselves with the brand valuation ‘comforter’, this calculation of brand value using complex and often incomprehensible methodologies lying somewhere between science, accountancy, higher mathematics and astrology. Was this also meant to be a reliable guide as to how the company would fare in future months and years? If so, I guess it didn’t work. The future is as unpredictable as ever, as anyone in the creative business will tell you. After 30+ years in the business my experience has been that you’re lucky to be able to predict two weeks ahead. I guess that’s what makes it exciting, and not the most stable of career paths.

I digress. Brands also are unpredictable. Take Pacific Brands here in Australia. An iconic suite of Australian brands that can trace their origins back to 1893, whose products were spruiked by the likes of Pat Rafter and billionaire Sarah Murdoch – Berlei, King Gee, Yakka to name a few. 1,850 jobs slashed, 200 brands being sold off, manufacturing being transferred overseas, share price at record low. I wonder what the brand value was in 2008 and what it is right now? Get my drift? Brands go out of fashion particularly when price is an issue. In the case of Pacific Brands, its demise has been centred for many years around its inability to manufacture at a price that could compete with overseas manufacturers.

You’d like to think share price comes into the valuation equation. Let’s take good old Royal Bank of Scotland. Back in 2007 shares were cruising around £6.30. At the beginning of this year they were dredging the bottom at 20p.

Controversy can contribute to a decline in brand value. The Satyam brand, yet to recover from the ‘cooking the books’ controversy, has recently been revalued at 87.8% less than its 2008 FY valuation. Brands such as these remain valuable assets but presently are damaged and don’t reflect their true value.

Brands have gotten onto companies’ balance sheets mainly through the efforts of accountants and some branding agencies. Complex formulae have been devised to demonstrate in a logical and rational way that brand value can stand up and be scrutinised along with all the other company assets. The brand is thereby given credibility in financial circles and also with shareholders, who now have something else to ponder over their tea and biscuit at the AGM.

Despite my critical stance, brand valuation does mean a great deal to those brands who maintain a high profile with the buying public eg airlines, fashion labels and alcoholic beverages. Here the brand is by far the most significant asset – as in the case of Pacific Brands, with outdated factories, machinery and manufacturing processes that have little value in the potential fire sale to come. But the brands can live on, providing they fall into safe hands who can revitalise and rebuild brand value.

At the end of the day real brand value is simply calculated as the amount the market will reasonably pay for the brand. There are plenty of examples of companies who have been sold for an amount far in excess of their accepted valuation, either because the purchaser could see new and better ways to leverage the asset or because they made a monumental cock-up.

Tony Heywood is an international branding consultant and founder of Heywood Innovation in Sydney and co-founder of BrandSynergy in Singapore.

View some of Heywood’s work on www.heywood.com.au

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Brand changing times

Yes, it’s getting really ugly out there. We all thought in our ignorance that this was just a passing phase, that a modest readjustment down on windy Wall Street was all it needed to fix a bit of greed and arrogance. Maybe just a six month thing, then we’d be back cruising the car show rooms, flocking to the open houses and living the social life fantastic. We got suckered in big time. This is for real. Real hurt. Reality do without. The beer ran out and the pub’s gone. Some people haven’t had to 'do without' before in their lives. I tell you there’s nothing like deprivation to bring out the best and worst in people. Truth is there’s no money left. This is change we can really believe in, like the man said. Bankers are copping the flack at the G20 meeting in London. Not a good time to wear a suit in the city. Empty bottle on the bowler time. A good time though for the anarchists to come out of hiding and flex their intellectual muscles with a brick or two. I digress. Who’d want to be in retail? Even retail king Gerry Harvey is crying over his unsold LCD screens and TomToms. The simple formula is: consumers don’t spend, so companies don’t spend. And if you’re in the service industry that sucks. Companies aren’t spending because they have no cash. It’s a consumers paradise if you have a bit of that fondly remembered stuff called cash lying around. Retailers will bite your arm off. Blood on the pavements. I never thought I’d see the day when shop windows would display loud signage proclaiming sales discounts of more than 50%... but they’re out there. Just like the mens fashion outlets, our trousers really are down. All this deprivation has heralded the Age of Big Emotional engagement. Brands have to work hard big time. They really do have to get inside your head and press those emotion buttons like never before. Big attraction and big differentiation are the big requirements for the New Brands. Forget the soppy Lovemarks and posturing in new age restaurants in Heysham. This is Brand Reality time over a pint of Boddingtons in Blackpool. Cut the crap time for products. Truth rules. No more romantic nonsense courtesy of big budgets and head-in-the-clouds admen. Good honest products for a good honest price accompanied by good honest 'emotions penetrating' sales patter. Yes, consumers still want the fancy stuff on which to spend their recession shrivelled funds. But they don’t want a multi million dollar ad campaign assaulting their senses, desperately persuading them to buy it. Now you can really choose what you want in your own time. It’s time to reconsider our approach. Yes, it’s time to beat the competition if there is any left, with innovative and cost-effective ideas to get inside consumers’ heads. It’s also a good time to get inside their heads anyway to find out what they’re thinking right now. Recessions can do strange things to consumer buying habits. What was good last year is now all stirred and shaken. It’s time to think differently. Tap into their present desires. Do they want more or less? Or more for less? Knowledge is king. The sobering thought is... get it wrong now and you won’t have a business left. Get it right and you’ll be laughing like never before. Recessions have a habit of spawning new brand heroes.

(with apologies to Kevin Roberts – he’s not a bad chap really for a north country man, just fell in with the wrong crowd)

Tony Heywood is an international branding consultant and founder of Heywood Innovation in Sydney and co-founder of BrandSynergy in Singapore.

View some of Heywood’s work on www.heywood.com.au

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