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and *report.pdf X + X C File | C:/Users/jasch/Downloads/report.pdf 90 of 591 Q +2 0 Page view | A Read aloud T Add text | Draw Highlight Erase P BRANDING BRIEF 2-1 Positioning Politicians The importance of marketing has not JWIr been lost on politicians, and, although CHANGE CHANGE WE CAN there are a number of different ways to WE CAN BELIEVE IN BELIEVE IN A0 interpret their words and actions, one NGE CHANGE WE CAN VIRGINIA way to interpret campaign strategies is CANIA CHAN BELIEVEIN IS from a branding perspective. For exam- WE C FIRED UP ple, consultants to political candidates BELIEV stress the importance of having "high CHANGE WE CAN BELIEVE IN CHAN WE name ID" or, in other words, a high level BELIEVE IN BE of brand awareness. In major races, at NGE least 90 percent awareness is desired. Consultants also emphasize "positives- G WWW.BARACKOBA CHAN negatives"-voters' responses when WE CAN BELI asked whether they think positively or negatively of a candidate. A 3:1 ratio is desired (and 4:1 is even better). This CHANGE measure corresponds to brand attitude in marketing terms. VE CAN The last three decades of presi- dential campaigns are revealing about HANGE LIEVE IN the importance of properly position- ing a politician. George H. W. Bush ran Barack Obama's 2008 presidential campaign was a textbook classic of modern marketing with a heavy dose of social media. a textbook presidential campaign in 1988. The objective was to move the Source: Christopher Fitzgerald/CandidatePhotos/Newscom candidate to the center of the political spectrum and make George W. Bush nor John Kerry was successful at carving out a him a "safe" choice, and to move his Democratic opponent, strong position in voters' minds. 26 C OLD CK A O ENG () O 1:27 am 30/08/2022 5 Cloudy USand *report.pdf X + X C File | C:/Users/jasch/Downloads/report.pdf 90 of 591 Q + 0 Page view A Read aloud | Add text Draw Highlight Erase P 503 dential campaigns are revealing about HANG the importance of properly position- ing a politician. George H. W. Bush ran Barack Obama's 2008 presidential campaign was a textbook classic of modern marketing with a heavy dose of social media. a textbook presidential campaign in 1988. The objective was to move the Source: Christopher Fitzgerald/CandidatePhotos/Newscom candidate to the center of the political spectrum and make George W. Bush nor John Kerry was successful at carving out a him a "safe" choice, and to move his Democratic opponent, strong position in voters' minds Massachusetts governor Michael Dukakis, to the left and make The 2008 presidential election, however, was another him seem more liberal and a "risky" choice. Specific goals textbook application of branding as Barack Obama ran a very were to create a point-of-difference on traditional Republican sophisticated and modern marketing campaign. Republican can- issues such as defense, the economy (and taxes), and crime didate John Mccain attempted to create a point-of-difference and to create a point-of-parity-thus negating the opponent's on experience and traditional Republican values; Obama sought point-of-difference-on traditional Democratic issues such as to create a point-of-difference on new ideas and hope. Their the environment, education, and abortion rights. Having suc- vice presidential choices helped shore up their needed points-of- cessfully achieved these points-of-parity and points-of-differ- parity: Joe Biden for Obama offered trusted seniority; Sarah Palin ence in the minds of the voters, Bush won in a landslide. for Mccain, albeit controversial, offered a younger, fresher voice. Although the Republicans ran a nearly flawless campaign The Obama campain team effectively hammered home his in 1988, that was not the case in 1992. The new Democratic message. Multimedia tactics combined offline and online me- candidate, Bill Clinton, was a fierce campaigner who ran a fo- dia as well as free and paid media. In addition to traditional cused effort to create a key point-of-difference on one main print, broadcast, and outdoor ads, social media like Facebook, issue-the economy. Rather than attempting to achieve a Meetup, YouTube, and Twitter and long-form videos were em- point-of-parity on this issue, Bush, who was running for reelec- ployed so people could learn more about Obama and the pas- tion, campaigned on other issues such as family values. By con- sion others had about the candidate. Even Obama's slogans ceding a key point-of-difference to the Democrats and failing ("Yes We Can" and "Change We Can Believe In") and cam- to create a compelling one of their own, Bush and the Republic paign posters (the popular stencil portrait of Obama in solid cans were defeated handily. red, white, and pastel and dark shades of blue with the word Failing to learn from their mistakes, the Republicans ran "PROGRESS," "HOPE," or "CHANGE" prominently below) be- a meandering campaign in 1996 that failed to achieve either came iconic symbols, and Obama breezed to victory. points-of-parity or points-of-difference. Not surprisingly, their presidential candidate, Bob Dole, lost decisively to the incum- Sources: "Gore and Bush Are Like Classic Brands," New York Times, bent Bill Clinton. The closeness of the 2000 election between 25 July 2000, B8; Michael Learmonth, "Social Media Paves Way to White House," Advertising Age, 30 March 2009, 16; Noreen O'Leary, Al Gore and George W. Bush reflected the failure of either can- 'GMBB," AdweekMedia, 15 June 2009, 2; John Quelch, "The Mar- didate to create a strong point-of-difference with the elector- keting of a President," Harvard Business School Working Knowledge, ate. There was a similarly tight election in 2004 because neither 12 November 2008. 26 C OLD P W ENG 1:28 am 5 Cloudy US 30/08/2022and *report.pdf X + X C File | C:/Users/jasch/Downloads/report.pdf O 91 of 591 Q + 09 Page view | A Read aloud Add text | Draw ~ Highlight Erase P 90 PART II . DEVELOPING A BRAND STRATEGY Redefine the Relationship. Finally, another potentially powerful but often difficult way to address the negative relationship between attributes and benefits in the minds of consumers is to convince them that in fact the relationship is positive. Marketers can achieve this by providing consumers with a different perspective and suggesting that they may be overlooking or ignoring certain factors or other considerations. Apple offers another classic example. APPLE When Apple launched the Macintosh computer in the 1980s-back in the early days of personal computing- its key point-of-difference was " user friendly." Many consumers valued ease of use especially those who bought personal computers for the home-because in a pre-Windows world, the DOS PC operating sys- tem was complex and clumsy. One drawback with that association for Apple, however, was that customers who bought personal computers for business applications inferred that if a personal computer was easy to use, then it also must not be very powerful-and power was a key choice consideration in the business market. Recognizing this potential problem, Apple ran a clever ad campaign with the tag line "The Power to Be Your Best," in an attempt to redefine what being a powerful computer meant. The message behind the ads was that because Apple was easy to use, people in fact did just that-they used them!-a simple but important indication of "power." In other words, the most powerful computers were ones that people actually used. 26 C OLDA ENG 1:28 am Cloudy 30/08/2022 5 USand *report.pdf X + X C File | C:/Users/jasch/Downloads/report.pdf O 91 of 591 Q +2 0 Page view | A Read aloud Add text Draw v Highlight v Erase P Apple has worked hard through the years to convince consumers that its computer products are powerful and easy to use. Source: pcruciatti/Alamy Although difficult to achieve, such a strategy can be powerful because the two associations can become mutually reinforcing. The challenge is to develop a credible story with which con- sumers can agree. Straddle Positions Occasionally, a company will be able to straddle two frames of reference with one set of points- of-difference and points-of-parity. In these cases, the points-of-difference in one category become points-of-parity in the other and vice-versa for points-of-parity. For example, Accenture defines itself as the company that combines (1) strategic insight, vision, and thought leadership and (2) information technology expertise in developing client solutions. This strategy permits points-of-parity with its two main competitors, Mckinsey and IBM, while simultaneously achieving points-of-difference. Spe- cifically, Accenture has a point-of-difference on technology and execution with respect to Mckinsey and a point-of-parity on strategy and vision. The reverse is true with respect to IBM: technology and execution are points-of-parity, but strategy and vision are points-of-difference. Another brand that has successfully employed a straddle positioning is BMW. 26 C OLDA P AO ENG 1:30 am Cloudy US 30/08/2022 5and *report.pdf X + X C File | C:/Users/jasch/Downloads/report.pdf O 92 of 591 Q +2 0 Page view | A Read aloud | Add text | Draw Highlight Y Erase P CHAPTER 2 . CUSTOMER-BASED BRAND EQUITY AND BRAND POSITIONING 91 BMW When BMW first made a strong competitive push into the U.S. market in the early 1980s, it positioned the brand as being the only automobile that offered both luxury and performance. At that time, U.S. luxury cars like Cadillac were seen by many as lacking performance, and U.S. performance cars like the Chevy Corvette were seen as lacking luxury. By relying on the design of its cars, its German heritage, and other aspects of a well-designed marketing program, BMW was able to simultaneously achieve (1) a point-of-difference on performance and a point-of-parity on luxury with respect to luxury cars and (2) a point-of-difference on luxury and a point-of-parity on performance with respect to perfor- mance cars. The clever slogan, "The Ultimate Driving Machine," effectively captured the newly created umbrella category-luxury performance cars. A FUSION OF ELEGANCE AND POWER. THE ALL-NEW BMW 6 SERIES GRAN COUPE. BMW EfficientDynamic BMW's "Ultimate Driving Machine" slogan nicely captures the brand's dual features of luxury and performance. 26 C OLD W A O ENG 1:30 am 5 Cloudy US 30/08/2022and *report.pdf X + X C File | C:/Users/jasch/Downloads/report.pdf 92 of 591 Q + 0 Page view A Read aloud Add text Draw v Highlight Erase P 503 Chevy Corvette were seen as lacking luxury. By relying on the design of its cars, its German heritage, and other aspects of a well-designed marketing program, BMW was able to simultaneously achieve (1) a point-of-difference on performance and a point-of-parity on luxury with respect to luxury cars and (2) a point-of-difference on luxury and a point-of-parity on performance with respect to perfor- mance cars. The clever slogan, "The Ultimate Driving Machine," effectively captured the newly created umbrella category-luxury performance cars. A FUSION OF ELEGANCE AND POWER. THE ALL-NEW BMW 6 RIES GRAN COUPE. BMW EfficientDynamics BMW's "Ultimate Driving Machine" slogan nicely captures the brand's dual features of luxury and performance. Source: BMW AG While a straddle positioning often is attractive as a means of reconciling potentially con- flicting consumer goals and creating a "best-of-both-worlds" solution, it also carries an extra burden. If the points-of-parity and points-of-difference with respect to both categories are not credible, consumers may not view the brand as a legitimate player in either category. Many early PDAs that unsuccessfully tried to straddle categories ranging from pagers to laptop computers provide a vivid illustration of this risk. 26 C OLD W A O ENG 1:31 am 5 Cloudy US 30/08/2022