5 Tips for Creating a Strong Brand

Just the marketing has slept the dramatic changes in consumers, media and trade. How you can position your brand successfully on the market. Marketing has lost a lot of importance in recent years. The dramatic changes in consumers, media and commerce have largely ignored the industry. Instead, it retains the old tried and tested: pre-sales, distribution activities, range extensions and budget increases. "A big mistake," as Peter Haller says. "The classic marketing tools have become dull," says the founder and CEO of Serviceplan, the largest owner-managed group of agents in Europe. Together with the marketing research consultant at GfK Panel Services, Wolfgang Twardawa, Haller has developed 50 recommendations for brand management in their book "The Future of the Brand". Capital presents five success recipes.


Three quarters of top managers are not marketing professionals, the authors criticize. But managers nevertheless decided on models, new products, design and communication. Large revolutionary marketing ideas are almost always attributable to an enforceable, risky and innovative innovation management - like Apple, Red Bull or Zalando.

Teamwork is good for decision making. In the end, however, "democracy" is required. The best marketing people today are visionaries and executives, analysts and creative people - all in one person. Moreover, failure is a success. Anyone who had never played a flop, lacked the emotional concern of the defeat and the rational experience of how to make it better.


A common problem with marketing is to address the average consumer. But that was not the case. Younger consumers are increasingly quality-oriented, writes the authors. Older tendencies tended from experience to discounter (ALDIisierung). For example, in younger people, the trend towards organic and natural cosmetics is growing by a triple speed faster than with older people. The elderly went shopping much more. They simply had a different purchasing behavior. Anyone with an average marketing orientation would be lost in the statistical Niemandsland. Rather, every customer layer must be addressed separately.


In the middle it becomes tight. While premium brands could have maintained their share over the last ten years and the share of trade marks had risen, the market share of the middle melt. The reaction of many competitors to imitate new products of the market leaders, the authors consider the wrong way. This only leads to a further flood of articles in a market already flooded. The authors also dared to climb into the premium segment. This requires comprehensive innovations and a considerable need for communication.

The only relevant success strategy in the case of mid-range trading is the focus on the center. GfK has stated that every third success is still successful. The key to success is the concept "Value for money", and a clear segmentation and thus delimitation against market leaders and trade marks. Examples are from Henkel Spee "The Sly Way to Wash", Head & Shoulders by Procter & Gamble or Pepsi with the concentration on the discounter.


The classic utility-oriented marketing tools were still responsible for more than half of the brand success in the 1970s. Today it is only 30 percent. The brand management, however, is concerned with these short-term, rational 30 percent, the authors say. However, 70 percent of the success is due to long-term and emotional factors, the existence of which is known, but not exactly known and therefore not controlled: the "black box of the brand management".

Brands with a high measured confidence index had a very positive influence on the purchasing atmosphere. Positive results of a brand are therefore an effective argument for the notorious shopping talks. Conversely, the trust potential of a commercial organization is also a sales promotion for the brand. So: build trust!


The conditions of the brand management had changed fundamentally in the course of an increasing pace: the company structure, the purchasing behavior, the willingness to bind, the competition policy by the value-added brands of the trade, the media usage.

"Weiter so" in the brand management is the surest way to the offside and inevitably continue the trend of decreasing shares of the manufacturing markers. For a turnaround of the manufacturing markers, one did not need a budget increase, but a new one, actively

"Weiter so" in the brand management is the surest way to the offside and inevitably continue the trend of decreasing shares of the manufacturing markers. For a turnaround of the manufacturing markers, it would not be necessary to raise budgets, but a new, actively shaping, qualitative marketing, which is based on the changing framework conditions of all influencing factors and learns from the strategies of the winning brands.

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