The Revolution from Traditional Brand Management to Brand Strategic Management

Although Ogilvy? Brand housekeeper? With Procter & Gamble? Brand manager? The brand management model represented by the traditional brand management model has been popular in the world for decades, which not only firmly occupied the mainstream brand management ideology, but also made brand management effective to some extent. There are many cases to prove it. However, under the influence of customer segmentation, complex market, fierce competition, innovation diffusion, globalization of operation, decentralization of organization and marketing difficulties, especially in the face of a series of brand-new challenges, such as multi-stakeholder expectations, complex brand structure construction, brand operation across business or organizational boundaries, internal brand capacity building, etc., the traditional brand management methods are obviously unable to adapt, becoming more and more helpless and worse.

When the death knell of traditional brand management rings, a new model is emerging in Ran Ran's academic and business circles. It is only a matter of time before it gradually replaces the traditional brand management system. This new model is brand strategic management.

The specific content of brand strategic management has been elaborated in many articles. This paper aims to reveal its profound essence and uniqueness by comparing with traditional brand management, so as to help modern brand managers innovate brand ways with the times.

From brand strategy to brand strategy

The traditional brand management mode has a strong tactical color, called. Brand? In fact, it is still just a marketing communication problem. Why? Brand manager? What is the job content and content? Marketing manager? There seems to be no other reason. Traditional brand management is generally not involved in the formulation and implementation of business strategy, and there is no clear mechanism to ensure the close attention of senior management and the full coordination of adjacent functional departments. Instead, brand strategy is only regarded as a subordinate branch of business strategy, and brand management is only regarded as an isolated functional management within the organization. This narrow tactical vision has serious drawbacks (routinization/low-level/technicalization), which not only makes the business strategy unable to form a strong support for brand building, but also fails to establish a strong support within the whole company.

In contrast, the brand strategy management model embodies a distinct strategic orientation, which holds that brand is the core of business strategy, brand assets are the most valuable enterprise assets, and brand advantage is the most reliable competitive advantage. Therefore, only by strategically managing the brand can the company's value be maximized. This is what kevin keller and Kapfir call their own views? StrategicBrandManagement？ Reason. Like? Prophet brand? What did you say?/Sorry? Brand strategy is the face of business strategy? The essence of brand strategy is the externalization and externalization process of business strategy (business strategy is intangible but brand strategy can be perceived), which is the epitome and symbol of the organization's various expected goals and business activities rising to the driving level. Excellent brand strategy can make business strategy simpler, easier, more focused, more optimized and more efficient.

In the view of brand strategy manager, brand strategy and business strategy are equally important. Brand strategy gives external recognition to business strategy, and business strategy gives internal foundation to brand strategy. Brand strategy and business strategy need mutual support and coordination. Excellent brand strategy can realize and enhance enterprise strategy by creating and utilizing interrelated, unique and dynamic brand/portfolio assets. And those incoherent, ambiguous and worthless brand strategies will lead to serious weakening or even failure of business strategies, and vice versa. Whether the business strategy is correct or not will also determine how far the brand strategy can go. In addition, brand strategy and business strategy need to inspire each other and improve each other. Once the business strategy is established, it will naturally put forward corresponding requirements for the brand strategy. In the process of formulating brand strategy, we must respond, connect and support closely around these requirements, which will make brand strategy more targeted and comprehensive. On the contrary, when the business strategy is not perfect, some important strategic contents are not clear or there is a big deviation, the brand strategy can also be matched in the process of business strategy.

Brand strategy management mode requires deep participation in the formulation and implementation of business strategy to ensure that any major decision-making behavior can consider the impact on the brand and contribute to the development of the brand. All strategic measures, whether it is core competence investment, diversified development, merger and acquisition, and cooperative operation, should be taken in the direction of making full use of and improving brand value. Of course, brand strategy should also have unique vision and foresight. If you can understand the strengths, weaknesses and intentions of the organization, you should not rashly promise something that is not reflected or expressed in the business strategy, because a brand strategy without infrastructure support is not only a waste of resources, but also very dangerous, and an unfulfilled promise is worse than no promise. In some cases, the brand strategy is even higher than the business strategy, because the brand strategy platform can effectively carry? Five interfaces? (stakeholder interface/value activity interface/combined brand interface/product category interface/regional market interface), so as to help the company and its management achieve its business expectations and management objectives, which requires adjusting its business strategy to ensure that it can concentrate the superior resources and strategic capabilities of the enterprise to create strong brand value. At the same time, it also requires that all value activities, investment, innovation and reconstruction around value activities of enterprises should continue to be committed to the promotion of brand value. In addition, it is also required to make full use of the brand's value proposition and influence inside and outside the organization to build the future development platform and relationship platform of the enterprise, and ultimately to be completely? Corporate brand? Promote the overall value of the company.