1. for Hill & Knowlton
1

2. What is BRANDZ?
BRANDZ™ is the most in-depth and actionable study of
brands ever undertaken.
Covers over 50 000+ of the world’s biggest & key local brandsCovers over 50,000+ of the world’s biggest & key local brands,
including corporate and product ones
It is based on Millward Brown’s successful BrandDynamics™
system, a predictive tool that evaluates brand strength and
li k it t f t h i k t hlinks it to future changes in market share.
First conducted in 1998, expanded every year since
Over 1,000,000 interviews to date, ,
Conducted in Argentina, Australia, Belgium, Brazil, Canada,
Chile, China, Czech Republic, Denmark, France, Germany,
Greece, Hong Kong, India, Ireland, Italy, Japan, Korea,
Malaysia Mexico Netherlands Poland South Africa SpainMalaysia, Mexico, Netherlands, Poland, South Africa, Spain,
Sweden, Switzerland, Taiwan, Thailand, UK and US
Analysis conducted across more than 250 product and service
categories

3. USA
Coffee Houses
2006
Starbucks
2006
18 September 2008p

4. Sample:
450, Visit coffee houses nowadays, 18-65 years.
Date of fieldwork:
November 2006

5. 5 Key Concepts from BRANZ
Compare your brand’s health with benchmark brands - BRANDZ™ Map™
Quantify the relationship your consumers have with your brand. We know
strong brands build deeper relationships - BRANDZ Pyramid™strong brands build deeper relationships - BRANDZ Pyramid
Identify your brand’s relative strengths and weaknesses - BRANDZ
Signature™
Quantify your brand’s vitality and potential, and predict likely change in
your market share - BRANDZ Voltage™
Id tif b d’ lit fil BRANDZ Ch t Z ™Identify your brand’s personality profile - BRANDZ CharacterZ ™
…and so diagnose what will help drive more effective marketing/PR
programmes.

6. First step in understanding your
brand
The BRANDZ™ map – your brand’s position
in the categoryg y
6

7. The BRANDZ™ Map
+14
™
Strong EquityGrowing Equity
0
Voltage
(large strong brands)(small stronger &/or
‘interesting’ brands)
0
V
Little Equity
( ll k b d )
Declining Equity
(l k b d )
-8
-50 -40 -30 -20 -10 0 10 20 30 40 +50
P
(small weak or new brands) (large weaker brands)
Presence

8. Well known, well loved with a large core following.
Talked about in everyday life and part of the cultural
fabric of the country. Requires constant reinvestment in
i d d i d b f h d
Relatively well known but
definitely not a brand which is
Relatively unknown but with
a strong following amongst
a core group. Can become
an Olympic brand if it can
14
Olympic
its product and image and must be aware of the dangers
that may result from being seen as a fashion statement
Well known, well
definitely not a brand which is
suitable for a mass audience.
Likely to be too expensive for
most. Small group of
passionate users Has
an Olympic brand if it can
increase familiarity and
relevance amongst a wider
group without alienating its
core But could also
™
y p
Classic
loved with a relatively
large core following.
Good but not great.
Can retain its status
passionate users. Has
difficulty widening its
franchise without alienating its
core users. And must beware
of pricing too high and
core. But could also
continue to develop
amongst a loyal group and
become a strong
aspirational brand
0
Voltage
Defender
Classic
Little Tiger
by constant
reinvestment in its
product and image.
Even with a large
of pricing too high and
becoming irrelevant to current
and potential users
A good balance between product
performance and price - but no real
aspirational brand
0
V
Clean Slate
Fading StarWeak
Little known to most
injection of marketing
spend this may not
become a talked
about Olympic brand
performance and price but no real
product based or emotionally rooted
advantaged
-8
-50 -40 -30 -20 -10 0 10 20 30 40 50
Presence
Little known to most
consumers. The brands
relevance and advantages
not at all established. In
some cases a corporate
A brand perceived as
having little to offer - but
still well known enough for
Previously known to and
liked by all. Still relevant to
a mass audience but hasPresencesome cases a corporate
brand not well known to
consumers/ not previously
marketed to consumers
still well known enough for
many to decide they don’t
like it
a mass audience, but has
lost appeal and has little
product or image based
advantage

9. Intuitive life-cycle?
14
Olympic
™
y p
Classic
0
Voltage
Defender
Classic
Little Tiger
0
V
Clean Slate
Fading StarWeak
-8
-50 -40 -30 -20 -10 0 10 20 30 40 50
PresencePresence

10. Building on and maintaining success
• Reinforce what has made you strong
• Demonstrate leadershipp
• Preserve strength of offering / basics
Classic/OlympicClassic/Olympic Little TigerLittle TigerSpecialistSpecialisty py p
brandsbrands
gg
brandsbrands
pp
brandsbrands
Monitor trends closely to Project proposition ith claritPrice / niche stat s is keMonitor trends closely to
avoid stagnation
Project proposition with clarity
Challenge leadership of others
Accelerate trial & drive basics
Price / niche status is key
part of equity
Accelerate trial & drive basics

11. Initiating recovery & growth
Re address the fundamentals•Re-address the fundamentals
•Establish meaning and clarity
•Build momentum
Fading StarsFading Stars
D ’t fi ht h it f fi d i
DefendersDefenders
Di ti ti l it d d
WeakWeak
Clean SlateClean Slate
Don’t fight heritage - re-focus or find new spin
Innovation may be needed
Distinctive clarity needed
Make noise to establish momentum
brandsbrands
Clean SlateClean Slate
Exploit loyalists or re-launch
Establish and project new meaning
Build basics
Encourage trialEstablish and project new meaning Encourage trial

12. Where do ‘Olympic’ brands go?
14
Olympic 53%
™
y p
Classic
6% 38%
0
Voltage
Defender
Classic
Little Tiger
3%
0
V
Clean Slate
Fading StarWeak
-8
-50 -40 -30 -20 -10 0 10 20 30 40 50
PresencePresence
Source: Brandz 1998 -2001

13. Where do ‘Classics’ go?
14
Olympic
™
y p
Classic 34%
17%
5%2%
0
Voltage
Defender
Classic
Little Tiger
34%
39%
2%
0
V
Clean Slate
Fading StarWeak
3%
-8
-50 -40 -30 -20 -10 0 10 20 30 40 50
PresencePresence
Source: Brandz 1998 -2000

14. Where do ‘Little Tigers’ go?
14
Olympic
™
y p
Classic41%
10%
3%
0
Voltage
Defender
Classic
Little Tiger
41%
33%
0
V
Clean Slate
Fading StarWeak7%4%
3%
-8
-50 -40 -30 -20 -10 0 10 20 30 40 50
Presence
3%
Presence
Source: Brandz 1998 -2001

15. Where do ‘Specialists’ go?
14
Olympic
™
y p
Classic
3%
10%
51%
0
Voltage
Defender
Classic
Little Tiger
10%
21%
0
V
Clean Slate
Fading StarWeak
8%
7% 1%
-8
-50 -40 -30 -20 -10 0 10 20 30 40 50
PresencePresence
Source: Brandz 1998 -2000

16. Where do ‘Defenders’ go?
14
Olympic
™
y p
Classic
1%
0
Voltage
Defender
Classic
Little Tiger 8%
5%
6%
44%0
V
Clean Slate
Fading StarWeak
14%15%
5%
-8
-50 -40 -30 -20 -10 0 10 20 30 40 50
PresencePresence
Source: Brandz 1998 -2001

17. Where do ‘Fading Stars’ go?
14
Olympic
™
y p
Classic
0
Voltage
Defender
Classic
Little Tiger
31%
<1%
0
V
Clean Slate
Fading StarWeak
58%
9%
-8
-50 -40 -30 -20 -10 0 10 20 30 40 50
Presence
1%
Presence
Source: Brandz 1998 -2001

18. Where do ‘Weaks’ go?
14
Olympic
™
y p
Classic
0
Voltage
Defender
Classic
Little Tiger 5%
2%
0
V
Clean Slate
Fading StarWeak
47%
13%
27%
5%
-8
-50 -40 -30 -20 -10 0 10 20 30 40 50
Presence
47%
Presence
Source: Brandz 1998 -2001

19. Where do ‘Clean Slates’ go?
14
Olympic
™
y p
Classic
0
Voltage
Defender
Classic
Little Tiger
2%
9%
0
V
Clean Slate
Fading StarWeak
5%
-8
-50 -40 -30 -20 -10 0 10 20 30 40 50
Presence
76%
5%
Presence
Source: Brandz 1998 -2001

20. The BRANDZ™ Map – Some PR Action Examples
14
Actions:
S
PR Action: Actions:
R f h
PR Action:
S hi
™
Strong EquityGrowing Equity
Stay small and
special
Grow bigger
ith t l i
Build
advocates,
ambassadors
Refresh
Re-invent
Reinforce
Sponsorship
New alliances
Loyalty
programmes
0
Voltage
without losing
strength Guerrilla
marketing
0
V
Little Equity Declining Equity
Actions:
Get known
PR Action:
Shout above
your weight,
stunts, celebs,
Actions:
Re-focus
Redefine
Reposition
PR Action:
Relaunch
Recruitment
New
-8
-50 -40 -30 -20 -10 0 10 20 30 40 50
P
controversy
etc
p
endorsers
Presence

21. ….so where is your brand?

22. BRANDZ™ Map

23. ….and what about your
competitors?
23

24. BRANDZ™ Map

25. BRANDZ™ Map

26. Targeting - who are you strong
or weak amongst?
26

27. BRANDZ™ Map

28. SSecond step in understanding
your brand
The BRANDZ™ pyramid – quantify the relationship
your consumers have with your brand and theny y
compare to other brands in the category
28

29. The BRANDZ™ pyramid describes a
consumers journey to loyalty
Bonding
Wh t i it d i d f ?
Can anything else beat it?
Performance
Advantage
Is it satisfactory?
What is it admired for?
Relevance
Performance
Does it cater for me?
Is it satisfactory?
Presence Do I know about it?

30. The BRANDZ™ pyramid describes a
consumers journey to loyalty
I th b d
Do you
have an opinionHave you
Is the brand
top of mind?
about it?experienced
it?
Presence

31. The BRANDZ™ pyramid describes a
consumers journey to loyalty
Is it in the
i h iW ld I
Does it suit
m needs?
right price
bracket?
Would I
want to be seen
using it?
Relevance
my needs?
using it?
Presence

32. The BRANDZ™ pyramid describes a
consumers journey to loyalty
Can it deliver?
Performance
Can it deliver?
Relevance
Performance
Presence

33. The BRANDZ™ pyramid describes a
consumers journey to loyalty
Does it appeal
to you more thany
others?
Advantage
Performance
Presence
Relevance
Presence

34. The BRANDZ™ pyramid describes a
consumers journey to loyalty
BondingHow many other
brands do you feel
Is it best on
what matters in
this category?
Advantage
brands do you feel
the same about?
this category?
Relevance
Performance
Presence
Relevance

35. The Competitive Set - Pyramids

36. The BRANDZ™ pyramid describes a consumers
journey to loyalty - The PR Connectionsjourney to loyalty The PR Connections
Loyalty programmes/ clubs customer
Bonding
Loyalty programmes/ clubs, customer
awards, ‘best of breed’ activities, rewards
Case study/ testimonials, 3rd party advocate
programmes partnership marketing
P f
Advantage
programmes, partnership marketing
Product reviews, education/ training, trade
marketing, validation (experts), sampling/
t i l
Relevance
Performance trial
Endorsements, lifestyle/ sports marketing,
hobbyist programmes, niche-targeted
Presence
Relevance
activity
Product launches, sponsorships, trade
shows, exhibitions, alternative/ lateral, ,
distribution, co-operative activity

37. Third step in understanding
your brand
The BRANDZ™ signature – your brand’s
strengths and weaknesses compared to otherg p
brands in the category
37

38. The BRANDZ™ Signature actually identifies a brand’s
strengths and weaknessesg
relative to the other brands in the category
It shows how well you are doing, relative to
the category as a whole, in moving people up
each level of the pyramid and connectingeach level of the pyramid and connecting
with them

39. BRANDZ™ Pyramid and Signature (vs. Competitors)

40. The Competitive Set – Brand Signatures

41. Di i h I tDiagnosis - why am I strong or
weak at particular levels and
how can I strengthen?how can I strengthen?
41

42. What does the BRANDZ™ signature mean for
my brand?my brand?
Weak at presence
No one knows about the
Strong at presence
Already a very well known
brand. Establish
presence and brand
promise
brand compared with
competitors. Need to
ensure that what
k b tconsumers know about
our promise is relevant
and motivating

43. Diagnosis of Presence

44. What does the BRANDZ™ signature mean for
my brand?
Weak at relevance Strong at relevance
This brand isn’t relevant
to many consumers –
either because of appeal
Relevant to the majority
this brand has no
problems with emotional
or price
p
appeal or pricing.
Generally a mass market
brand

45. Diagnosis of Relevance
(amongst those for whom the brand fails to be relevant)

46. What does the BRANDZ™ signature mean for
my brand?
Weak at performance Strong at performance
The brand isn’t
performing well. The
performance area needs
If a brand performs well
use the opportunity to
grow market share
to be fixed and
communicated
g
through trial building
campaigns and
communicate this
strength to consumers

47. Diagnosis of Performance
(amongst those for whom the brand fails to perform)

48. What does the BRANDZ™ signature mean for
my brand?
Strong at
advantage/ bonding
Weak at advantage/
bonding
Strong at the important
top layers of the pyramid
- the objective is to
New news about the
brand is likely to be
needed to prompt re-
maintain this by targeting
those loyal to the brand.
Remember what made the
needed to prompt re
appraisal. Don’t fight any
heritage that may exist
for the brand - exploit Remember what made the
brand successful.with new spin on existing
attributes

49. Diagnosis of Advantage
(Which factors contribute to Advantage? Rank importance of factor shown in
brackets next to each statement)brackets next to each statement)

50. Summary of what drives Bonding
Affinity I like the brand
Appeals more
Higher opinion
Want to be seen using
Would recommend
Easy to use
Meets needs
Challenge
Growing popular
S tti t dChallenge Setting trends
Difference Differente e ce
Fame
Top of mind awareness
Most popularFame Most popular
Price Better pricece

51. Summary of what drives Bonding

52. Fourth step – assessing the vitality andFourth step – assessing the vitality and
future market share potential of the
brand
Brand voltage
52

53. What does the Voltage mean?g
A high voltage score has potential to gain
share from its own marketing actions andshare from its own marketing actions and
resist the actions of competitors to
maintain sharemaintain share.
A low voltage brand can still grow, but will
have to work harder to stand still, and
over time be more vulnerable from the
actions of other brands

54. A proven link between Voltage and Changes in
Market Share
Less than More than
Voltage
Probability
- 2.5 - 2.5 to +2.5 +2.5
of Share
Increasing
next year
16%
23%
61%
y
Probability
of Share 52% 14%
23%
10%of Share
Decreasing
next year
52% 14% %

55. Brand Voltages

56. fFifth step – what are the dominant
personality traits of the brand
Brand character
56

57. How the key 10 characters are capturedHow the key 10 characters are captured
Seductress Hero JokerMaiden
Sexy
Desirable
Adventurous
Brave
Fun
Playful
Innocent
Kind
Friend
Friendly
Dreamer
Idealistic
Different
Wise
Wise
King
In control
StraightforwardDifferent
Creative
Trustworthy Assertive
Mother Negative words used to determine
Rebel
Generous
Caring
g
if the character is manifested
positively or negatively
Hasty
Arrogant
Dishonest
Rebel
Rebellious
Dishonest
Uncaring

58. The key 10 characters and their negative
counterpartscounterparts
CHANGE
THE JOKER
THE FOOL
THE
DREAMER
THE FANTASIST THE VAMPIRE
THE
SEDUCTRESS
THE FOOL
WELL-BEING SUCCESS
THE REBEL
THE ANARCHIST
THE MAIDEN
THE WITCH
THE FRIEND
THE TRAITOR
THE MOTHER THE WISE
THE HERO
THE VILLAIN
THE KING
THE TYRANT
THE STEP-
MOTHER
THE MOTHER THE WISE
THE CHARLATAN
SAFETY

59. CHARACTERZQualitative Framework for
Joker Dreamer SeductressMaiden King
The Joker The DreamerThe Joker
represents:
happiness, fun,
humour, impulse
and positivity
The Dreamer
represents:
charm,
surprise,
imagination
and openness
The Seductress
represents: desire,
attraction, mystery
and pleasure
The Maiden
represents: kindness,
humility, innocence
and understanding
The King
represents:
power,
leadership,
strength and
Fool
p
Fantasist VampireWitch
justice
Tyrant
The Fool
Th F t i t Th V irepresents:
immaturity,
foolhardiness
and lacking in
judgement
The Fantasist
represents:
unrealistic,
irrational,
spontaneity and
unconsidered
The Vampire
represents:
manipulation, darkness,
danger and falseness
The Witch
represents:
darkness,
trickery,
vengeance, fear
The Tyrant
represents:
selfishness,
obsession,
injustice, greed
unconsidered g ,
and
manipulation
and arrogance

60. CHARACTERZQualitative Framework for
Mother Friend Hero Wise Rebel
The Mother
represents: care,
protection,
support,
abundance and
The Friend
represents:
stability,
closeness,
reliability and
The Hero
represents:
admiration, hope,
credibility,
popularity and
The Wise
represents:
humility, credibility,
admiration and
benefit
The Rebel
represents:
innovation,
difference,
revolution and
Stepmother
love
Traitor
honesty
Villain
success
Charlatan Anarchist
conviction
The Step-Mother
represents:
negligence, hate,
emptiness and
disinterest
The Traitor
represents:
deception,
selfishness,
falseness,
The Villain
represents: envy,
narcissism,
superficiality and
self-centredness
The Charlatan
represents:
evasiveness,
immorality,
madness, fraud
The Anarchist
represents:
delinquency,
marginality and
weakness,
abandonment and
calculation
,
and complexity

61. The brand’s dominant character

62. How is the brand characterised?

63. What is positive about the brand?

64. What is negative about the brand?

65. Summary – how Hill & Knowlton can help
your brand to progress
BRANDZ™ learnings for
Starbucks
Click to add text

66. Summary – how Hill & Knowlton can help
your brand to progress
Potential PR
response
BRANDZ™ learnings for
Starbucks
Click to add textClick to add text

67. Thank-you
67