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Go Logo! A Handbook to the Art of Global Branding by Mac Cato

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Determinant 3
Brands, Branding:
Identity Is Equity
From Chambers Concise Dictionary:
Brand: a piece of wood burning or partly burned;
an instrument for branding; a mark burned into
anything with a hot iron. Also defined as: a trademark;
a particular class of goods.
3
A wide range of different creative logo solutions for Honda,
created by Evenson Design Group, complement and enhance
the power of the primary Honda corporate identity.
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Go Logo! A Handbook to the Art of Global Branding84
These two powerful P&G brands work well across borders. (Design: LPK)
B
rand territory” is a term used extensively by marketers and agencies, as a sort of
shorthand to signify a brand owner’s cognitive ambition to occupy, or own, a
specific commercial space in the minds of customers and consumers. The brand
warrior’s job isn’t done until a “total brand domain strategy” has been nailed
down. The goal is to provide clients with the most holistic definition possible for
the emotional space their brand would like to occupy.
For the purpose of this book, “owning” a
brand domain means achieving extensive
and dominant physical and mental pres-
ence in as many retail selling spaces as the
client’s budget allows. The broad defini-
tion of “presence” includes examining all
feasible opportunities to develop original
programming (content) for as many media
formats as possible. The ultimate brand goal
is to achieve dominance in its key product
categories and markets—and achieve iconic
“brand meaning” stature in the minds of all
target audiences.
To achieve this is an almost-Herculean task,
and it’s an impossible one without an imagi-
native, innovative, and flexible strategy. The
ongoing challenge of building and main-
taining category leadership for any brand
can more readily be achieved when the
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85Twelve Key Determinants to Creating Successful Brands
The Joseph Banks brand is eloquently carried through on its packaging using
a different color for different chip varieties. And not to confuse distributors,
the look is successfully carried through on large crates of the product.
(Design: DesignBridge)
company’s marketing and creative resources
are fully aligned with top management’s vi-
sion for overall operations. The vital core of
the brand’s domain includes, of course, the
less-familiar parts of the organization that are
responsible for production and sales globally
and locally. In fact, the company’s corporate
brand can be better known to stockholders,
the global financial community, government
regulators, competitors, and retailers than
to consumers. For example, for many years,
Procter & Gamble kept a low corporate
profile by letting its leading global consumer
brands, such as Tide, Crest, Pampers, and
Pantene, take the limelight.
Global commercial persuasion brands of-
fering life’s modest little pleasures, such as
a Coke or a Pepsi, can remain immodestly
successful, but only if they recognize the
change in consumer tastes and are able to
master the use of new media. In this con-
nected world stage, the players can now
literally and virtually create their scripts and
choose how and when to act.
Consumers have quite definitely become
more fickle. The twenty- to twenty-nine
year-olds continue to claim ambivalence
to well-known brands, but the evidence
doesn’t always support this contention. At
the other end of the age spectrum, the sixty-
to-seventy-plus audience, while primarily
loyal to many old favorites—especially those
brands that have learned not to condescend
to their chronological age—are embracing
brands that are easier or more pleasurable
to use.
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