Communicating your brand is not as easy as it once was. For many, margins are eroding, the market is getting more crowded and market segmentation is driving business. To win in this environment, first consider the myths about rebranding that simply are not true. This presentation takes the example of destinations, but explores other markets to demonstrate what really is true about rebranding. The primary takeaway is answering the question; What do you need to do right in order to make your brand more meaningful and actually steal market share?

1. “I choose brands that I believe to be a reflection of myself”

2. Something has
changed!Communicating your brand is not as easy as
it used to be

3. What Is Behind
Your Brand?

4. There Are
Danger Signs
• Margins are eroding
• Market place is getting more crowded
• Market segmentation is driving your business

5. Debunking
Brand Myths
Branding
Mythology

6. Branding Myths
Brand is your logo and mark
Re-branding means you need to
change your name.
Brand tells the consumer what you
do.
Being first is most important.
Being best is most important.
Brand awareness = market share.
Market segmentation is the way to

7. “Re-branding
means a name
change”

8. Only 25% of our consumer
clients end up with a change in
brand name.
Often, re-branding entails
assigning new and more
powerful meaning to an
existing brand mark or icon.

9. “Brand tells the
traveler who we
are or what we do”

10. Your corporate identity tells
the customer who you are —
your brand does not.
Brand is not a description of
your business it is a
description of your customer.
The business of your
business is in promoting and
managing your destination or
service.
The business of your brand...
well, that’s all about your
customer’s view of
themselves.

11. “Being first in the market is most important.”
!
“Being best ensures your success”

12. No, being first only assures your brand
of an entrance opportunity. The market
graveyard is littered with failed and
failing “firsts.” Miller Lite is a
perfect example.
Being biggest simply says no one has
successfully challenged you. SONY
was once the world’s biggest
electronics brand. Today they have
given up leadership in VCRs, TV’s and
just about every other category that
they once dominated.

13. In 1959 P&G launched
Pampers brand disposable
diapers.
Pampers was first

14. 0
25
50
75
100
1959 1960 1961 1962 1968
Cloth Disposable Other Competitors

15. Pampers built the category and
by 1968 they owned the category
— with the brand name becoming
synonymous with the delivery
system.
It quickly became P&Gs most
profitable and dominant brand.
The brand continued to build the
category stressing product
efficacy and innovation.
But something happened in 1968.

16. Kimberly-Clark entered the market with Huggies.
!
It quickly become P&Gs biggest competitor. But Pampers forged
on. They sold leakage protection, barrier leg cuffs,
absorbency and a host of other product innovations. What
they did not sell was a brand.
!
P&G looked to further segment its market and launched LUVS.

17. 0
25
50
75
100
1959 1960 1961 1962 1968 1970 1975 1985 1995 1999 2000 2003 2005
Cloth Pampers Luvs Huggies

18. Pampers sold the best diaper money could
buy.
Huggies sold the best mother you could
possibly be.
Huggies built a brand and Pampers built a
great category.

19. “Being best is most
important”

20. Brand is not about a product’s efficacy.
Best in category is no REAL promise of
success.
Your margins reside in your brand equity and
not in your product’s efficacy.

21. In 1997 Apple introduced the iMac.
A revolution in internet connectivity.
In 2002 Apple introduced OS X, its 10th operating system. The UNIX based
system is virtually crash proof and has shown itself to be at least 5 years
ahead of the latest Windows release. Apple’s Tiger increased the
advantage by another couple of years.
In 1984 they introduced the Macintosh.
With a graphic operating system and heretofore
unheard of graphic capabilities. It was a milestone.
Mac’s system was 15 years ahead of the competition.
Apple computer became a market leader in the
early 80s with their Apple II.

22. Microsoft received a license to package its DOS with every PC
manufactured. Aside from the tightly held Apple market, the only
competitor to DOS was a grouping of non-compatible proprietary systems
(Commodore, TI, etc...)
Was the market leader in computing. Their mainframe
systems had set the world standard for 20 years
Based on Apple’s success, IBM sees an opportunity to
grab additional markets, IBM launched the PC Jr. in
the early 80’s.

23. 0
25
50
75
100
1980 1982 1984 1986 1995 2000 2003
Apple Macintosh DOS Machines Windows Machines Other Small Computers

24. Brand
Customers cannot choose what they do
not know.
Preference is created through a critical
mixture of brand meaning (importance) and
awareness.
Awareness
Share
Of Market=

25. Lipton
Tetley
0.0 22.5 45.0 67.5 90.0
Market Share Aided Awareness
US Tea Market

26. “You can build a brand even
if you don’t advertise”

27. All evidence is to the contrary.
Brand meaning is a definition maintained
by the customer.
Without speaking that meaning we allow
the customer to define the brand. What
we end up with is not one brand but
300,000 brands.
What about Starbucks and Krispy Kreme?

28. .
!
Both of these brands totally control a retail brand environment in which the
brand is meticulously managed to create a single unified meaning.
!
The Starbucks brand (A timely experience) has been translated from the retail store to
the home and not the other way around.

29. The business of your business
and the business of your brand
Corporate identity
Efficacy
Consistency
Product/Service
What you sell
W
hat you do
or what you m
ake
The business of your business
Your Business
i.e. FedEx

30. Corporate identity
Efficacy
Consistency
Product/Service
What you sell
W
hat you do
or what you m
ake
The business of your business
Your Business
Affirmation
Personal Identity
Preceptual context
Self-description
W
ho
you are, what you m
ean
Corporate identity
What customers buyThe business of your brand
The business of your business
and the business of your brand
=Peace of mind

31. Customer

32. Brand Is
Anthropology
• Marketing is what you sell
• Brand is the person you influence

33. Brand
permission

34. How We choose

35. • Brand choices are a direct consequence of strongly held beliefs
• Robust brands are a well polished reflection of those beliefs
I choose brands that are a
reflection of who I am

36. How beliefs influence the laundry soap purchase decisions
Use bleach Use liquid Use powder Use additives Use softener Use pre-soak
I need fresher
smell
I want softer
clothes
I need
brighter
colors
I believe it is
my job
I need whiter
whites
I believe it
is how I show I
care
I believe
others can tell
I believe
simplicity is
better
Processes
Purposes
Precepts
Ruling Precept

37. Core
Customer
World View
The representation of the core customer (and those that
the core customer identifies intimately with, like one's
immediate family, or one's company or department, if one
is a leader of an organization or a team). The core
customer is perpetually drawn toward one’s deepest
aspiration and motivations.
The highest good that one imagines to be reasonably possible for oneself. The
aspirational target. The Target is the goal, the ultimate destination, the target
that is perpetually driving the Core Customer toward the Target.
Aspirational Target
World View is what frames and surrounds the individual's vision of target. One's world view is a kind of strategy map for
navigating toward one’s target. Like target, world view is also shaped by one's cultural programming. However, it is
more varied and complex than the target, because it is also guided by one's direct experiences and one's learnings via
education and the media.

38. Core
Customer
World View
The representation of the core customer (and those that
the core customer identifies intimately with, like one's
immediate family, or one's company or department, if one
is a leader of an organization or a team). The core
customer is perpetually drawn toward one’s deepest
aspiration and motivations.
The highest good that one imagines to be reasonably possible for oneself. The
aspirational target. The Target is the goal, the ultimate destination, the target
that is perpetually driving the Core Customer toward the Target.
Aspirational Target
World View is what frames and surrounds the individual's vision of target. One's world view is a kind of strategy map for
navigating toward one’s target. Like target, world view is also shaped by one's cultural programming. However, it is
more varied and complex than the target, because it is also guided by one's direct experiences and one's learnings via
education and the media.
"I (Core Customer) choose brands that share my world view and are most likely to
advance me toward my aspirational target."

39. Core
Customer
Processes
Purposes
World View
Precept
The representation of the core customer (and those that
the core customer identifies intimately with, like one's
immediate family, or one's company or department, if one
is a leader of an organization or a team). The core
customer is perpetually drawn toward one’s deepest
aspiration and motivations.
The highest good that one imagines to be reasonably possible for oneself. The
aspirational target. The Target is the goal, the ultimate destination, the target
that is perpetually driving the Core Customer toward the Target.
Aspirational Target
World View is what frames and surrounds the individual's vision of target. One's world view is a kind of strategy map for
navigating toward one’s target. Like target, world view is also shaped by one's cultural programming. However, it is
more varied and complex than the target, because it is also guided by one's direct experiences and one's learnings via
education and the media.
The actions we want the customer to take
and the act of buying the products we
wish them to buy
The NEEDS and WANTS that propel our customers
to our processes. A vacuum-like void that seeks to
be filled
What our customer believes to be true about the
world. Precepts create the Purposes that drive our
Processes. Precepts arise out of the Target and
World View

40. Brands are built
around precepts
• Marketing arguments are built around purposes
• Brand gives your marketing strategy permission to be
important

41. ®
B E Y O N D T H E O R Y
www.stealingshare.com
!
Stealing Share, Inc
Suite 816, 301 S Elm Street, Greensboro, NC 27401 • 336.389.9315
733 3rd Avenue, 15th Floor • New York, NY 10017 • 866-725-1080