Branding: A Key Marketing Tool

215 Pages·1987·22.275 MB·English

by  John M. Murphy (eds.)

BRANDING: A KEY MARKETING TOOL
BRANDING:
A KEY MARKETING TOOL
Edited by
John M. Murphy
Chairman, InterbrandfNovamark Group, London
M
MACMILLAN
© John M. Murphy 1987
Softcover reprint of the hardcover 1st edition 1987 978-0-333-39911-8
All rights reserved. No reproduction, copy or transmission
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or transmitted save with written permission or in accordance
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Any person who does any unauthorised act in relation to
this publication may be liable to criminal prosecution and
civil claims for damages.
First published 1987
Published by
THE MACMILLAN PRESS LTD
HoundmiJls, Basingstoke, Hampshire RG2l 2XS
and London
Companies and representatives
throughout the world
Filmsetting by Vantage Photosetting Co. Ltd
Eastleigh and Southampton
British Library Cataloguing in Publication Data
Branding: a key marketing tool.
l. Brand name products-Marketing
I. Murphy, John M.
658.8'27 HD69.B7
ISBN 978-1-349-08282-7 ISBN 978-1-349-08280-3 (eBook)
DOI 10.10071978-1-349-08280-3
Contents
List of Plates vii
Notes on the Contributors viii
Preface xi
1 What is Branding?
John M. Murphy
2 History of Branding 13
Adrian Room
3 The Psychology of Names 22
Leslie Collins
4 The Legal Side of Branding 32
Clarke Graham
MarkPeroff
5 Making Your Brands Work Harder 51
Laurence Hefter
6 Commercial Counterfeiting 59
Vincent Carratu
7 Developing New Brands 73
Tom Blackett
Graham Denton
8 Developing New Brand Names 86
John M. Murphy
9 Creative Execution 98
Mervyn Kurlansky
10 The Opportunity for World Brands 104
Steve Winram
11 Branding-the Retailer's Viewpoint 116
Terry Leahy
12 The Branding of Services 125
Russell Taylor
v
Vl Contents
13 Branding in the Pharmaceutical Industry 130
Barbara Sudovar
14 Branding at Austin Rover 138
Terry Nolan
15 The Wide World of Branding 148
Terry Oliver
16 The Corporate Identity as the Brand 156
John Diefenbach
17 Organising for New Product Development 165
Robert Grayson
18 The Future of Branding 176
Klaus M orwind
Index 185
List of Plates
2.1 A Roman sign found at Pompeii
2.2 A selection of seventeenth-century English inn signs
2.3 The first advertisment for the telephone
2.4 Early promotion for Camp Coffee
2.5 The punning 'lance' logo of Lancia
2.6 The 'Viking' Rover logo
2. 7 The post-war Volkswagen logo
2.8 The first Coca-Cola ad
6.1 Opium perfume by Yves Saint Laurent
6.2 D-C90 TDK cassette tapes
6.3 Rolls-Royce Motors CD4074 pistons
6.4 Aramis Denim aftershave and cologne
6.5 Colgate toothpaste
6.6 A Parker ballpoint pen
6. 7 Skate-board bearings
6.8 False and genuine Johnnie Walker whisky
9.1 Lion Brand stationery: a literal interpretation
9.2 Lyons coffee: identity based on the product
9.3 Tactics: an upmarket range of men's toiletries
9.4 The common design approach of Lucas
9.5 The ICI symbol used with Dulux
9.6 The woodstain imagery emphasises the function of the product
16.1 Bank of America: a well-organised visual system
16.2 The corporate identity of British Airways
16.3 Red Lobster Inns: a change in corporation 'branding'
16.4 Philip Morris: individual brands and a corporate identity
16.5 US Air: communicating a new identity
16.6 Dole: superbrand status
16.7 Stouffer: the corporate identity as superbrand
Vll
Notes on the Contributors
Tom Blackett is a Director of Novamark International and has extensive
experience in marketing consultancy, new product development and market
ing research.
Vincent Carratu was formerly with The Company Fraud Department at New
Scotland Yard but now runs The Carratu Group, a leading investigation
agency.
Leslie Collins is a psychologist and now has his own marketing research and
consultancy practice in London, ICR Ltd.
Graham Denton is founder and President ofThe Initiatives Group, one of the
largest new product development consultancies in North America.
John Diefenbach is Chief Executive Officer of Landor Associates of San
Francisco, one of the leading US design firms.
Oarke Graham is a trademark lawyer. He was born in Australia and is the
Senior Partner in Markforce Associates, a British trademark legal practice.
Dr Robert Grayson is a marketing and management consultant and is Adjunct
Professor of Marketing at the New York University Graduate School of
Business Administration.
Laurence Hefter teaches trademark law at George Washington University
Law School and is a Senior Partner in the firm of Finnegan, Henderson,
Farabow, Garrett & Dunner.
Mervyn Kurlansky is a senior partner of Pentagram, one of Britain's leading
design consultancies.
Terry Leahy is Marketing Director ofTesco, one of Britain's leading and most
successful retail groups.
Dr Klaus Morwind is a member of the managing board of Henkel KGaA of
viii
Notes on the Contributors ix
Dusseldorf and is particularly responsible for Henkel's worldwide export
business in detergents.
John M. Murphy (editor) is the founder ofNovamark International, London
and Chairman of the worldwide Interbrand/Novamark Group of companies,
leading specialists in the development of brand names.
Terry Nolan has over thirty years' experience in the motor industry. He is
currently responsible for both short-and long-term planning at Austin Rover.
Terry Oliver was born in England but has lived in Tokyo for many years. He is
Joint Managing Director of Interbrand Japan.
Mark Perofl'is a US attorney and is a partner in Bierman, Peroff & Muserlian,
a New York firm of trademark lawyers.
Adrian Room is Vice-President of The Names Society and a prolific author on
the history of brand names.
Barbara Sudovar is Executive Director of Aimed Focus, a division of Aimed
Inc. She was formerly Manager of New Product Development for Pfizer
Roerig in New York.
Russell Taylor is Managing Director of Dyno-Rod plc, a company which
pioneered specialist plumbing services in the UK.
Steve Winram is a member ofSaatchi & Saatchi's corporate finance team and
has been particularly involved with the company's strategic development.
Preface
Coca-Cola's most valuable assets are its brands. The same is true for scores of
major corporations around the world. Brands are the invisible assets of
corporations. They seldom appear in balance sheets and are frequently
guarded less jealously than are property assets, for example. Even when
brands are sold, often for enormous sums, the proceeds are hidden under some
mystifying heading such as 'goodwill'. When a company is acquired value is
attached to real estate (which is frequently sold oft), to management teams
(who are frequently sacked), and to plant (which effectively may have no real
value whatsoever) yet the brands themselves, the core of the business and the
reason it is being acquired, are unacknowledged.
In the world of marketing we have generally failed to recognise fully the
value of brands. We have failed too to recognise that names are at the heart of
a brand's personality. They are the one aspect of a brand which never changes,
they are the most readily protected component of a brand and they are the
single most potent means of differentiating one product from another.
The paradox of the brand name is unconsciously acknowledged by those
company chairmen who develop their own brand names. They will leave
concept development and market research to their marketing teams, product
and packaging design to the designers, origination of advertising and the
selection of media to the advertising agency but the name itself, the core of the
product's identity and personality and the one component of the product mix
which will never be altered, is developed by the Chairman single-handedly and
in the shower. Or by the Chairman's wife, niece, downstairs maid or shoe
shine boy. Somehow it seems that launching a new product involves paternity.
It is also somewhat mystical. A high priest is required for the laying on of
hands and who better to do this than the Chairman?
Brands, therefore, are important and valuable assets which are frequently
underacknowledged and misunderstood. The processes of new brand de
velopment and of brand management are similarly mysterious. This is not to
say that certain important components of the branding process-for example
design, market research, advertising - are inadequately developed or un
professional. Rather, that integrating these particular areas of expertise into a
systematic and coherent approach to branding frequently relies mainly on
intuition. Furthermore, certain key parts of the branding process - for
X