Strategic brand management requires a long-term perspective. Building a brand takes sustained efforts over many years, not a short-term sprint. It is a marathon, not a sprint. A brand's longevity depends on factors like its ability to reinvent itself, respond to environmental changes, innovate, and have visionary leadership over many years.

1. “Brand building is not a sprint, but a marathon”
BRAND LONGEVITY
Strategic Brand Management K Rahul Gupta 11DM-053
September the 6th, 2012 Abhinav Mishra 11DM-005
Harsh Ajmera 11DM-044
Gunjan Garg 11DM-041
Abhiruchi Biranale 11IB-014
Anshu Gupta 11DM-021
Animesh Singh 11IB-07

2. The Project
• Went through several research studies and books to zero in on the
most important influencing factors of a brand‟s life span
• Then studied whether each of the factor affects the brand life span
positively or negatively, and to what extent
• Came up with a generic six-point formula for companies to help
create brands that live longer
• As external branding consultants, suggest ways to Research in
Motion, based on the above formula, to sustain its flagship brand
Blackberry sustain longer

3. The Model
The ability to
reinvent
themselves Key
influencers
and vision of
Ability to leadership Environmental Brands that
factors
reposition live long
when
important Extensions
Ability to
innovate

4. Repositioning
For a brand of considerable age, the marketers don‟t any more control what the brand means
to consumers
The need to reposition a brand is an “ad-hoc need”
How to recognize the need to reposition the brand?
Need Symptom
Target audience are no longer the best target Consumer disenchantment
Products and Services have evolved significantly <Deliberate effort>
New competitors have a better value proposition Loss in market position
Outdated Vs. Established Shifting average consumer age
Zone of credibility
• A logical link between the old and the new
• Delivering on the promise
Old Spice in 1990s: From „whistling Old man‟ to „straight-shooting, confident man‟

5. BlackBerry
“The distinction between the business user and the consumer has blurred so much”
- Roberta Cozza, Research director for Gartner
Previously played as „An interface made for business users, and a secured network operator‟
Target audience are no longer the best target
Currently:
• Moved on to Windows OS – Business user? Secured user?
• Consolidating their position as a business phone – The jingle “We‟re the BlackBerry boys”
Zone of credibility:
Delicate balance to shift to a generic OS without loosing their tag as a „business phone‟
Our recommendation for BlackBerry‟s positioning:
“A new age, user-friendly smart phone for connecting to the web on the go,
that works great for the business consumer”

6. Innovation & Brand Longevity
• What is innovation?
• Why innovate?
• How to innovate?
– Lead user method
• Innovation and branding…..
– Brand Relevance Vs Brand Preference

7. Innovation & Brand Longevity
• Identify the „must-haves‟
– Is the concept significant to marketplace?
– Can the offering be created?
• Creating barriers to competition
– Rich, dynamic offering
– Execution and scaling
– Own the category or subcategory

8. Brand Reinvention
Product Price
Proposition
Place Promotion
Target Offerings
Brand
Positioning Packaging
Channel Production
People

9. BlackBerry
New Product
Lower Prices
Ranges
Proposition
Stronger Promotional
Distribution activities
Target Offerings network (online, Adds.)
Brand
Attractive
Positioning
Packaging
Channel Production
Targeted on
more younger
junta

10. Key influencers & Vision of
leadership
•Most of the known brands/organizations had a charismatic leader either at the Start or
growth stages of the Life cycle
•These leaders actually build the brand of the organization during their tenure
•Leaders had created that mechanism to remain the brand successful after their
departure Ex. Charles Coffin of general electric
•They are visionaries who had actually predict the future of organization/Product before
the competition does. Ex. Bill Allen of Boeing Corporation
•The common Characteristics of their leadership are Hunger for Learning ,Innovation and
succession Planning. Ex. Sam Walton of Wall mart
•Disciplined the creativity is sign of first rate intelligence Ex-William McKnight of 3M and
Enron
•Business is not only for generating profit for them self but for stakeholders. E.g., George
Merck of the Merck Co. and James burke of J&J
The criterions are as follows
Legacy of leaders for more than 400 CEOs.
Impact -presiding over innovations--whether technical or managerial--that changed things outside the company's walls
Resilience -leading the company through a major transformation or crisis
Financial performance, measured by cumulative stock returns relative to the market during the CEO's tenure.

11. BlackBerry
“Why would I want to read my email in colour?”
- Jim Balsillie
• Inability to see the future of mobile market e.g., Apps.
• Development of Complacent culture as against the culture of
innovation e.g.,- Qwerty touch pad
• Unsuccessful market penetration strategy ex-Touch pad and BB torch
• Poor Crises management by leadership team
• Use of bb messenger service during the riot in south London in 2010
• Failure of email, BBM and web access on nearly 80 million BlackBerry for whole
week
As the boundaries between work and home blurred, people wanted to have one
phone for both – and they wanted it to be their own, not a company hand-out.

12. Product line extension
“A star should retire while he‟s still a star”
Companies too, withdraw their products from the market, and launch newer versions
or products before the market share falls.

13. 1. Vertical Product line extension
Benefits:
•Consumer durables and white
goods
•Technology – latest
• Every launch creates a new buzz
•Might attract in a new customers
•And better market penetration

14. 2. Horizontal Product line extension
Benefits:
•For FMCG products, it gives the brand more self space and shop presence.
•No. of Consumer interactions increase.
•Brand synergy increases.
•Needs to be single message, same values and emotions.
•Physically, contextually and conceptually same

15. BlackBerry
• A need for HORIZONTAL extension.
Adding newer products to the product line.
• Launch newer devices with on-screen
individual user experience.
•Focus on software rather than hardware.
• Making it more useful for end user rather
than just corporate customer.
•Thereafter- VERTICAL extension needed.
Frequent Product launches.
• Connect with customers, advertise.

16. Environmental factors
Internal or Micro factor
• Customers
• Technology
• Promotion
• Financial stability of the company
External or Macro factors
• Political
• Economic
• Legal

17. BlackBerry
• Blackberry target segment is Business people.
• Provide service through Secured and Dedicated network.
• Limited promotional activity, Media space.
• Revenue decreased more than 44% and has 2 billion cash reserve.
• Mobile market is exponentially growing while BB market share is shrinking
• BB provide service which are difficult to monitor, regulator bodies in India,
UAE tried to ban RIM service

18. Thank you!