Brand Management Waldemar Pfoertsch_3

62 To Brand or Not to Brand 25 David Armstrong, “A Whole New Magic Carpet Ride: SFO up and Ready for 2006 Arrival of Airbus A380,” San Fransisco Chronicle (27 January 2005). 26 Philippe Malaval, Strategy and Management of Industrial Brands: Business to Business Products and Services, 2001, pp. 18-21; Robert P. Vitale and Joseph J. Giglierano, Business to Business Marketing: Analysis and Practice in a Dynamic Environmen, 2002, p. 62. 27 David Armstrong, “A Whole New Magic Carpet Ride: SFO up and Ready for 2006 Arrival of Airbus A380,” San Fransisco Chronicle (27 January 2005). 28 “EU, U.S. Duel over Plane Subsidies,” USA Today (30 May 2005). 29 David Armstrong, “A Whole New Magic Carpet Ride: SFO up and Ready for 2006 Arrival of Airbus A380,” San Fransisco Chronicle (27 January 2005). 30 “SIA Reveals The ‘First To Fly’ Logo For Its A380,” Singapore Airlines Ltd., News release (5 January 2005). 31 Web site of Klueber Germany, cited June 2005. 32 Mirko Caspar, Achim Hecker, and Tatjana Sabel, “Markenrelevanz in der Unternehmensfuehrung – Messung, Erklaerung und empirische Befunde fuer B2B-Maerkte”, 2002, p. 7; David A. Aaker and Erich Joa-chimsthaler, Brand Leadership, 2000, p. ix. 33 Waldemar Pfoertsch and Michael Schmid, M., B2B-Markenmanagement: Konzepte – Methoden – Fallbeispiele, 2005, pp. 12-13. 34 James C. Anderson and James A. Narus, Business Market Management: Understanding, Creating, and Delivering Value, p. 15. 35 Waldemar Pfoertsch and Michael Schmid, M., B2B-Markenmanagement: Konzepte – Methoden – Fallbeispiele, 2005, pp. 12–13. 36 Ibid. 37 Herman R. Hochstadt, „Chairman’s Letter,“ NOL Review 1998. 38 “APL Web Site Makes Hot 100 For Fourth Year Running,” APL Ltd. Press release (18 September 2003). 39 Unni Einemo, “AP Møller-Maersk and P&O Nedlloyd in Merger Talks,” Bunkerworld.com (10 May 2005). 40 Richard A. D’Aveni, Hypercompetition, 1994, pp. 217-218. Power of the Business Brand 63 41 Shona L. Brown and Kathleen M. Eisenhardt, Competing on the Edge, 1998; Richard A. D’Aveni, Hypercompetition, 1994, pp. 217-220; Gary Hamel, Leading the Revolution, 2000. 42 “Technology Product Life Cycle,” White Paper, Myxa Corporation. 43 Web site of Advanced Micro Devices, Inc., Sunnyvale, CA, cited June 2005; Web site of Intel Corporation, Santa Clara, CA, cited June 2005. 44 Peter de Legge, “The Brand Version 2.0: Business-to-Business Brands in the Internet Age,” Marketing Today, 2002. 45 Axel Hoepner, „Siemens hat bei Handys den Anschluss an die Welt-spitze verloren,“ heise mobil (6 June 2005); „Siemens warnt vor Hoer-schaeden durch Handy-Ausschaltmelodie,“ heise mobil (26 August 2004). 46 Georgina Prodhan and Baker Li, “BenQ to Take over Siemens’ Mobile Unit,” Reuters.com (7 June 2005). 47 Web site of SAP AG, Walldorf, Germany, cited June 2005. 48 Web site of Magna International Inc., Canada, cited June 2005. 49 Mirko Caspar, Achim Hecker, and Tatjana Sabel, “Markenrelevanz in der Unternehmensfuehrung – Messung, Erklaerung und empirische Befunde fuer B2B-Maerkte,” 2002, pp. 23-26. 50 ERP, CRM and SCM stands for Enterprise Resource Planning System, Customer Relationship Management, and Supply Chain Management Systems. 51 Mirko Caspar, Achim Hecker, and Tatjana Sabel, “Markenrelevanz in der Unternehmensfuehrung – Messung, Erklaerung und empirische Befunde fuer B2B-Maerkte,” 2002, pp. 4. 52 Ibid., pp. 38-43. 53 Ibid., pp. 38-43. 54 Philippe Malaval, Strategy and Management of Industrial Brands: Business to Business Products and Services, 2001, pp. 18 -28. 55 Ibid., p. 5-6. 56 Scott M. Davis, “The power of the brand,” Strategy & Leadership (28 April 2000, Vol. 28, No. 4), pp. 4-9. 57 Scott Bedbury, A New Brand World, 2002, p. 5. 58 Bob Lamons, “Brick Brand’s Mighty – Yours Can Be, Too,” Marketing News (22 November 1999), p. 16; Web site of Acme Brick Company, Fort Worth, TX, cited June 2005. 64 To Brand or Not to Brand 59 Web site of Tata Steel Ltd., Fort, Mumbai, India, cited October 2005. 60 Gary Strauss, “The corporate jet: Necessity or ultimate executive toy?,” USA Today (25 April 2005). 61 D.J, Buller, Adapting Minds. Evolutionary Psychology and the Persistent Quest for Human Nature, Cambridge MA: MIT Press 2005. 62 Some strong brands such as Intel are not mentioned, which could have happened because they are not on the client list of Saatchi and Saatchi. Nevertheless, Intel should be mentioned because many software and electrical component engineers love to work with Intel chips. 63 Web site of Caterpillar Inc., Peoria, IL, cited August 2005. CHAPTER 3 B2B Branding Dimensions If one does not know to which port one is sailing, no wind is favorable. Lucius Annaeus Seneca Marketing Management in an industrial context became widely ac-cepted years ago – leading to the establishment of several B2B mar-keting professorships of B2B marketing in the United States. This was in response to competitive pressures and a fast-changing envi-ronment that forced businesses to become more customer-focused. Many B2B organizations recognized that by adapting the concepts and practices of consumer companies to the B2B setting, they could benefit in the same way as their B2C counterparts. Unfortunately, the subject of branding was overlooked in most cases. In recent years a large number of books dedicated to business marketing have appeared. A very profound and valuable book in this area is Business Market Management by Andersen and Narus. In their second edition, they added new sections devoted to brands and brand building, thereby acknowledging that these are concepts of growing interest in business markets.1 We are willing to go even further: Branding should be the thread running through the subject of marketing. To regard brand management merely as naming, design or adver-tising seems to be too superficial and tends to shorten the brand’s life expectancy. If a company wants to take full advantage of its brands as strategic devices, it needs to be prepared to carry out a 66 B2B Branding Dimensions considerable amount of marketing analysis and brand planning. However, many businesses are too busy with tactical issues and thus fail to generate the best possible results for their brands. It re-quires understanding of the role of marketing as being different in the short versus the long-terms, with strategic marketing and opera-tional marketing being two distinct activities. Although branding is as much art as science, it goes far beyond cute logos and sharp package designs. It is a discipline that has the power to lead and influence; a discipline that belongs to the long-term strategy of an organization. Brand management therefore is the organizational framework that systematically manages the planning, development, implementation, and evaluation of the brand strategy. This chapter addresses all fundamental branding basics and concepts that are relevant in B2B markets. Company Success Future Perspective Success Stories B2B Branding Decision Branding Dimensions Acceleration Through Branding Branding Pitfalls Time Fig. 15. Guiding principle branding dimensions The development of a holistic brand strategy has to involve all levels of marketing management. The active involvement of all other rele-vant internal departments and external agencies is also necessary to create a better chance of success.2 Such a holistic perspective can moreover provide valuable insight into the process of capturing cus- ... - tailieumienphi.vn