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Top Ten: Most Valuable Global Brands

tuxa — Thu, 17 Mar 2011 14:24:26 +0000

Top Ten: Most Valuable Global Brands

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Home Page > Marketing > International Marketing > Top Ten: Most Valuable Global Brands

Top Ten: Most Valuable Global Brands

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Posted: Sep 22, 2010 |Comments: 0
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Branding is a difficult business at the best of times. Gathering all the consumer reactions to logo, reactions to the brand, the feeling that consumers have towards the brand is exhausting work. It is one hell of a minefield. Fortunately here is a list of the top 10 global brands whose protection of their brand continues to reap financial rewards. The numbers are based on brand value as defined by branding consultancy, Interbrand.

10. HP (Electronics)

Value: $26,867 (M)

Hailing from the good ol’ US of A, the electronics firm which seems to have replaced the Japanese firm Toyota in consumer hearts.

9. Disney (Media)

Value: $28,731(M)

It’s not all big eyes and cuddly smiles from this media giant but a sizeable reputation for making money out of media and leisure.

8. Nokia (Electronics)

Value: $29,495 (M)

Slumbering in at 8 is the only non-American, who continue to set the standard for innovation.

7. Intel (Electronics)

Value: $32,015 (M)

An amazing reputation as the market leader in digital processors and a jingle you can just hum.

6. McDonalds (Restaurants)

Value: $33,578 (M)

A battered brand but still holding its sizeable weight amongst the brand head table.

5. GE (Diversified)

Value: $42,808 (M)

GE continues to prove that it is not some another ’one trick pony’. The house that Jack built has firm foundations.

4. Google (Internet Services)

Value: $43,557 (M)

Love them or hate them you know about Google. The rise in brand value of this firm is simply astonishing and all the more so when you think about the patented work coming through their R&D departments.

3. Microsoft (Computer Software)

Value: $60,895 (M)

What makes Google’s rise so impressive is how it is making a relatively contemporary brand like Microsoft seem like a middle-aged dad who smokes his pipe, dons his slippers and harks to better days. Will Windows 7 reinject some potency to the brand?

2. IBM (Business Solutions)

Value: $64, 727 (M)

This beast is gonna take some toppling over as its often the default business solution not just for the brands listed but for just about every size and scale of business, government and country. Its history and association in consumer minds is not to be underplayed at all.

1. Coca-Cola (Beverages)

Value: $70,452 (M)

‘Its just brown-coloured sugar water, right?’ Wrong! When Asa Griggs Candler tried John Pemberton’s medicinal formula in 1886 something changed. A brand was born. Scratch that. THE brand was born. No other product over the last 150 years is so closely associated with America’s history, ideals and values and it is unlikely that anything will replace the place it.

10. HP (Electronics)

Value: $26,867 (M)

Hailing from the good ol’ US of A, the electronics firm which seems to have replaced the Japanese firm Toyota in consumer hearts.

9. Disney (Media)

Value: $28,731(M)

It’s not all big eyes and cuddly smiles from this media giant but a sizeable reputation for making money out of media and leisure.

8. Nokia (Electronics)

Value: $29,495 (M)

Slumbering in at 8 is the only non-American, who continue to set the standard for innovation.

7. Intel (Electronics)

Value: $32,015 (M)

An amazing reputation as the market leader in digital processors and a jingle you can just hum.

6. McDonalds (Restaurants)

Value: $33,578 (M)

A battered brand but still holding its sizeable weight amongst the brand head table.

5. GE (Diversified)

Value: $42,808 (M)

GE continues to prove that it is not some another ’one trick pony’. The house that Jack built has firm foundations.

4. Google (Internet Services)

Value: $43,557 (M)

3. Microsoft (Computer Software)

Value: $60,895 (M)

2. IBM (Business Solutions)

Value: $64, 727 (M)

1. Coca-Cola (Beverages)

Value: $70,452 (M)

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Limited Brands – SWOT Analysis | Market Research Report On Aarkstore Enterprise

tuxa — Tue, 01 Mar 2011 14:34:47 +0000

Limited Brands – SWOT Analysis | Market Research Report On Aarkstore Enterprise

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Home Page > Business > Customer Service > Limited Brands – SWOT Analysis | Market Research Report On Aarkstore Enterprise

Limited Brands – SWOT Analysis | Market Research Report On Aarkstore Enterprise

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Posted: Feb 14, 2011 |Comments: 0
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Limited Brands – SWOT Analysis company profile is the essential source for top-level company data and information. Limited Brands – SWOT Analysis examines the company’s key business structure and operations, history and products, and provides summary analysis of its key revenue lines and strategy.

Limited Brands is a specialty retailer of women’s intimate apparel, beauty and personal care products and accessories. The company primarily operates in the US and Canada. It is headquartered in Columbus, Ohio and employs about 97,500 people. The company recorded revenues of $10,134 million during the financial year (FY) ended February 2008, a decrease of 5% over 2007. The operating profit of the company was $1,110 million during FY2008, a decrease of 5.6% over 2007. The net profit was $718 million in FY2008, an increase of 6.2% over 2007.

Scope of the Report

- Provides all the crucial information on Limited Brands required for business and competitor intelligence needs
- Contains a study of the major internal and external factors affecting Limited Brands in the form of a SWOT analysis as well as a breakdown and examination of leading product revenue streams of Limited Brands
-Data is supplemented with details on Limited Brands history, key executives, business description, locations and subsidiaries as well as a list of products and services and the latest available statement from Limited Brands

Reasons to Purchase

- Support sales activities by understanding your customers’ businesses better
- Qualify prospective partners and suppliers
- Keep fully up to date on your competitors’ business structure, strategy and prospects
- Obtain the most up to date company information available

Table of Contents :

SWOT COMPANY PROFILE: LIMITED BRANDS
Key Facts: Limited Brands
Company Overview: Limited Brands
Business Description: Limited Brands
Company History: Limited Brands
Key Employees: Limited Brands
Key Employee Biographies: Limited Brands
Products & Services Listing: Limited Brands
Products & Services Analysis: Limited Brands
SWOT analysis: Limited Brands
*Strengths: Limited Brands
*Weaknesses: Limited Brands
*Opportunities: Limited Brands
*Threats: Limited Brands
Company View: Limited Brands
Top Competitors: Limited Brands
Location and Subsidiary: Limited Brands
*Head Office: Limited Brands
*Other Locations and Subsidiaries: Limited Brands

For some-more information, Great fully visit:

http://www.aarkstore.com/reports/Limited-Brands-SWOT-Analysis-20920.html

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While conducting a SWOT analysis, “slower market growth” would be categorized under which of the following? 1. a. Strength 2. b. Weakness 3. c. Opportunity 4. d. Threat # e. 5. Alter
Where can i get the swot analysis of Google?
What are some important components of a research report ?

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China’s Most Popular Luxury Brands Announced Top 150

tuxa — Sun, 13 Feb 2011 14:50:45 +0000

China’s Most Popular Luxury Brands Announced Top 150

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Home Page > Marketing > International Marketing > China’s Most Popular Luxury Brands Announced Top 150

China’s Most Popular Luxury Brands Announced Top 150

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Posted: Feb 28, 2010 |Comments: 0
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By the World Brand Organization, US-China trade and investment Chamber of Commerce, the United States the world’s leading business alliance, harmonious society and a global partnership for joint selection of the 2009 annual “China’s most popular top 150 world-renowned luxury brands”, today (28) in Japan Tokyo announced to the world, Rolls Royce, Mercedes-Benz, BMW, Rolex, Louis Vuitton, Johnnie Walker, Maotai 150 brands such as the list, the selected brands are globally recognized brands in the world-renowned top luxury brands, products are sold worldwide in more than 130 countries and regions, a considerable number of brand-building history of over 100 years.

World-renowned brand of the General Assembly President, US-China trade and investment General Chamber of Commerce weeks Kong Shan Kwan said that the world renowned brand of the General Assembly, mainly from international recognition, news attention, and luxury goods market share, brand value, fashion leadership, market influence, reputation degree, public awareness, social responsibility, public service involvement, etc. to examine 35 indicators selected for the brand over the past 5 consecutive years in the Chinese market performance. Through consumer surveys, statistical data analysis, online public selection, brand publicity, authoritative experts letter rating, etc., through the sea election, selection, and check out the selection process and many other rounds of the annual China the world’s leading luxury goods 150. Selected for the brand not only has a wealth of brand lift, brand maintenance and brand management experience, and are the most competitive area of the leading luxury brands. Selected Brand 3 Brand of the Year awards will be given that the annual “world-famous brands in China’s most popular luxury 150 Strong” award, the annual “affecting the world’s most globally competitive world-renowned luxury brand innovation and brand” Award and the annual “participation public service and dedication of love, “the most popular luxury brand award.

Selected annual “world-famous brands in China’s most popular luxury 150 strong” of enterprises will be invited to attend the world-famous brand of the General Assembly, held on a monthly and the world-famous brands in China’s most popular luxury 150 strong strategic cooperation of the General Assembly, the Chinese market the most popular world-renowned luxury brand Fortune 150 high-end customers Development Forum, the Chinese market the most popular world-famous luxury brands Innovation Exhibition 150 strong enterprises, awarding ceremony and awards ceremony, with the help of the General Assembly promotional platform for the promotion held in Session Council and the overseas market development activities in order to achieve further enhance the luxury brand development and management, enhance overall competitive strength of the brand chosen.

“Annual Chinese market, the most popular top 150 world-renowned luxury brand,” will be Hong Kong, Macao and Taiwan’s 1.3 billion Chinese consumers and consumer awareness, “the world-famous luxury brand,” an important reference and guide for the world-famous luxury brands to open up China the market, develop and enhance their attitudes and spending habits of consumption will play a positive role in promoting. World-renowned brand of the General Assembly aimed at improving the world-renowned luxury brand in the Chinese market influence and recognition, the interpretation of the world-famous luxury brands to success, explore the well-known luxury brands to grow the road, in order to open up the world-famous luxury brands China’s market to provide the latest expert’s report, in order to promote the world-famous luxury brand to add new vitality to invest in China to promote the world-famous luxury brands to invest in China, promoting China’s famous luxury brands to the world.

Selected for the world-famous brands in China’s most popular luxury brands top 150 full list:

Car: Rolls-Royce ROLLS ROYCE, Mercedes – Benz MERCEDES BENZ, Bentley BENTLY, Ferrari FERRARI, Porsche PORSCHE, BMW BMW, Jaguar JAGUAR, CADILLAC CADILLAC;

Watch: Rolex ROLEX, Cartier CARTIER, Lange A. LANGE & SOEHNE, Vacheron Constantin VACHERON CONSTANTIN, Patek Philippe PATEK PHILIPPE, Jaeger LeCoultre JAEGER-LECOULTRE, Haojue ROGER DUBIUS, Audemars Piguet AUDEMARS PIGUET, 10000 State IWC, Breguet BREGUET, Earl PIAGET, Blancpain BLANCPAIN, Chopin CHOPARD, Glashütte GLASHUETTE ORIGINAL, Parmigiani PARMIGIANI, Athens ULYSSE NARDIN, Law Lan Mule FRANK MULLER;

Jewelry: Cartier CARTIER, Swarovski SWAROVSKI, classic TIFFANY, Tiffany TIFFANY, Bvlgari BVLGARI, diamonds, ENZO, Mikimoto MIKIMOTO, BOUCHERON BOUCHERON, Chow Tai Fook CHOWTAIFOOK, Greek goddess OXETTE, Pomellato POMELLATO, Georg Jensen GEORGJENSEN;

Cosmetics: Christian Dior DIOR, Lancome LANCOME, Shiseido SHISEIDO, Estee Lauder EST? E LAUDER, SK-II,CHANEL, BIOTHERM BIOTHERM, Clinique CLINIQUE, Elizabeth Arden ELIZABETH ARDEN, La Mer LAMAR, La Prairie LA PRAIRIE;

Clothing: DOLCE & GABBANA (D & G), Paul Luo Lafu POLO, Louis Vuitton, LOUIS VUITTON (LV), Gucci GUCCI,CHANEL, Dior DIOR, Prada PRADA, ONLY, CALVIN KLEIN (CK), she was ELLE, Versace GIANNI VERSACE, Fendi FENDI, Dunhill DUNHILL, Valentino VALENTINO, George? Armani GIORGIO ARMANI, Diesel DIESEL, GUESS, Lowe LOEWE, Ralph Lauren RALPH LAUREN, MISS SIXTY, G-STAR, tie Ke Posen ZAC POSEN, Boss HUGO BOSS;

Tie: Dunhill DUNHILL, HUGO BOSS Boss, Gucci GUCCI, Burberry BURBERRY;

Stationery: Gao Shi-CROSS, Parker PARKER, Aurora AURORA, the Earth’s plates IDEAL, Mont Blanc MONT BLANC, Waterman WATERMAN, Sheaffer SHEAFFER, 10000 particularly good MONTEGRAPPA, Cartier CARTIRE, Will Yongfeng WAHL EVERSHARP;

Glasses: Prada PRADA, Oakley OAKLEY, Yves Saint Laurent YSL, Reber LEIBER;

Handbags: Gucci Bags,Chanel Bags, Prada Bags, Hermes Bags, Fendi Bags, Coates Bags, Bally Bags, Po-Ti Ka BOTTEGA VENETA, Yves Saint Laurent MUSE, DEVI KROELL, CHOLE PADDINGTON;

Leather: Louis Vuitton, LOUIS VUITTON, Prada PRADA, Dior DIOR,CHANEL, Dunhill DUNHILL, Fendi FENDI, Valentino VALENTINO, COACH, George? Armani GIORGIO ARMANI, Gucci GUCCI, Celine CELINE;

Shoes: Dr. Martin DR.MARTENS, Gucci GUCCI, Prada PRADA, CHANEL, Dior DIOR, Dunhill DUNHILL, its music CLARKS, Dupont ST DUPONT, Fendi FENDI, Hermes HERMES, Peas TOD’S, Iraq husband Yves Saint Laurent YSL, Testoni A. TESTONI, Ferragamo SALVATORE FERRAGAMO;

Shoes: Nike NIKE, Adidas ADIDAS, Diadora DIADORA, Reebok REEBOK;

Wine: Johnnie Walker JOHNNIE WALKER, Hennessy HENNESSY, Chivas CHIVAS, Remy REMY MARTIN, Martell MARTELL, Jack Daniel’s JACK DANIELS, Moet & Chandon Champagne MOET & CHANDON, Riccardo RICARD, Absolut Vodka ABSOLUT VODKA, the first a vodka SMIRNOFF, Bacardi BACARDI;

Wine: CHETEAU PETRUS, CASA LAPOSTOLLE, CHATEAU RAUZAN, QUINTA DO CRASTO, CHATEAU GUIRAUD, DOMAINE DU VIEUX T L GRAPHE, PIO CESARE, CHATEAU PONTET CANET, CHATEAU DE BEAUCASTEL, MOLLYDOOKER;

Liquor: Maotai MOU TAI.

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most talked about brands – 2008

tuxa — Sun, 12 Dec 2010 14:36:43 +0000

Image taken on 2008-06-25 23:06:15 by Will Lion.

BTCC Richard Kaye 30.6.1996 Brands Hatch Vauxhall Cavalier

tuxa — Mon, 29 Nov 2010 14:27:50 +0000

Image taken on 2006-07-16 14:01:13 by tonylanciabeta.

Brands and Packaging

tuxa — Sun, 07 Nov 2010 14:29:21 +0000

Image taken on 2006-06-21 14:42:55 by missmac.

Black BMW 3.0 CSL at Brands Hatch

tuxa — Thu, 21 Oct 2010 14:40:04 +0000

Image taken on 2007-09-09 12:20:35 by SmintBoyUK.

Chinese Auto Brands Analysis

tuxa — Fri, 01 Oct 2010 14:38:53 +0000

China’s such a big country, the current economic status is to enter the world as early as seven. China’s auto industry produced 4.4 million motor vehicles in 2003, who has become the world’s fourth largest car producer. But China has not a world-renowned automotive brand at all, which is not match the economic status today. None of our car brands is a worldwide brand, even the worst of our brands in the domestic influence is so limited, the current domestic auto market is further being swallowed by foreign car manufacturers. Here, mainly analysis the current status of the own brand and how to create a big global brands.

Some scholars believe that the brand can be sustained much longer than the company’s specific products, they recognized that brand is a more long-term company’s principal assets. Therefore, when our country is making famous in the automotive brand, we should look at the world, and we should have the global automotive brand Daizo strategic vision and courage.

20 years ago, the idea that was to use the domestic market to exchange for advanced technology, so that China’s national automotive industry to catch up with international advanced level. After 20 years, China has finally produced the world’s third largest automobile market, the number of National Automobile self-made business has grown up from more than 10 to over 120, auto industry become one of the important industry for stimulating national economic development. China’s own brand car did not move toward the world only, but also lost most of the domestic market. China Steam brand has fallen into a “marginalized”, “de-China” dilemma!.

Look from the latest Chinese automobile and world-renowned automobile brand value rankings In 2004, the top three of Chinese automobile brand value is: monoxide (28.978 billion yuan), SAIC (18.389 billion yuan), Dongfeng (8,945,000,000 yuan ). the top three of World-renowned automobile brand value: Toyota (22.67 billion U.S. dollars), Mercedes (21.33 billion U.S. dollars), BMW (15.886 billion U.S. dollars). We can see that the Chinese auto brand value is far below the world-renowned brand through the comparison above, there’s a difference of disparity. Therefore, there is still a long way to go for creating China’s own brand car world.

The disadvantaged of own brand has attracted wide attention, but most concern is the intellectual property rights with Chinese trademarks, not the concerns and thinking for brand value. this is an important reason for China’s auto enterprises to ignored or even give up their own brands. At present, the introduction of CIS corporate identity system is not few, but the introduction of BIS brand identity Strategy is extremely scarce.

But unfortunately, like Chery, Geely, Great Wall these emerging domestic car companies,while they are creating their own brands, they profoundly awareness the importance of brand strategy. Because it is original, they can create a new brand freely, which is favorable conditions that state-owned conglomerates and joint ventures do not have. However, they also face their own problems, the product is too new, yet to be market and customer testing. If people quickly forgotten as yolio and qiyun such products, don’t they understand the brand? If the product does not exist for a long time value, it is not brand strategy.

But now, many manufacturers are also feeling somewhat helpless when they insist on support of self-developed own-brand. Self-development is currently facing some of the biggest problem: First, there are not much support from state’s policies; the second: It is now many companies did not dare to talk about self-development, but not a lack of sense of responsibility, the reasons also due to appraisal system and accounting system. Third, at present, China’s consumer culture, consumer psychology and consumer concept have malformations, for example, many consumers do not want to see Chinese characters on cars, it is necessary to know that the characters in the land of China is not a shame.

In short, it should not be so anxious in the development of own national brand of motor vehicles. This requires the generation or even the next generation efforts. Although own well-known brands still has a long way to go, I believe China will have an even number of world-class well-known car brands in the near future.

There are dreams in order to go further:http://www.chrome168.com

BTCC David Leslie Brands Hatch 1996 Honda Accord

tuxa — Wed, 29 Sep 2010 14:28:30 +0000

Image taken on 2006-07-17 14:11:00 by tonylanciabeta.

Aligning Brands and Channels

tuxa — Wed, 22 Sep 2010 14:29:17 +0000

People look like their dogs. I say this based on my non-scientific sample of fellow pet owners I have met while walking through Oz Park in Chicago with my own (handsome) dog, Kelsey. My informal assessment is supported by researchers at the University of California at San Diego. Dog owners, the researchers theorize, pick pooches that reflect the owner’s disposition–happy, moody, tough, etc.

What does this have to do with marketing? Well, marketers should foster the same type of match between their brands and channels as pet owners do between themselves and their dogs. If your company’s brand stands for “productivity,” that’s what your channel should deliver. If you promote your “inventiveness,” your channels should be similarly creative. If your company is known for its “high style,” your customers expect to see that cutting edge image when they meet your resellers.

While this might seem intuitive, I am amazed by how few companies take proactive steps to ensure that their channels reflect the brand image the manufacturer is trying to present. In our brand implementation work with clients, Frank Lynn & Associates uses a detailed checklist to review all of the potential “touch points” between customers and the brand. While advertising, Web sites, product literature, and other media clearly play a role, the channel is frequently the most influential brand communicator on the list.

One of our industrial clients is working hard to promote a brand image that stresses cost-cutting and efficiency (by promoting the use of its products in six-sigma manufacturing processes). The client has educated its salespeople, enlisted industry consultants, created an online knowledge base, etc. Unfortunately, most of the client’s distributors are primarily “order-takers.” The distributors’ salespeople do not know how, and are not motivated, to make a consultative, engineering sale. Having visited our client’s Web site, or hearing our client’s CEO speak, a customer would be significantly confused when they visit one of the distributors.

The situation reminds me of the (possibly apocryphal) meeting between Albert Einstein and Marilyn Monroe. Monroe gushed, “Gosh what do you say, professor, shouldn’t we marry and have a little baby together? What a baby it would be–my looks and your intelligence!” Einstein then quipped, “Yes, but dear lady, it might be the other way around.”

Fearing such a result, our industrial client is taking steps to rectify the situation.

Before we get into the steps that any manufacturer can take to align brand and channel messages, we first need a sidebar on the issue of channel power. When I bring up the issue of brand/channel alignment, many clients complain they do not have the power to compel their channel partners to behave in a certain way. Sure, if you are John Deere, Lexus, Coca-Cola, or IBM you carry some clout in the channel relationship. But, even these companies cannot command adherence to a brand strategy. And, at the other extreme, manufacturers of tertiary products, those who might represent less than 1-2 percent of their partners’ business, sometimes feel powerless.

I do not believe the situation is as problematic as some companies might believe. We have developed a significant list of tactics that can help. While each tactic might not apply to your company, or a tertiary-product company, I am convinced there is something for everyone in our list.

Before pursuing any of these tactics, companies need to make sure they have a powerful brand message. Without going into much detail here, we tell clients to think about brands using an approach we call UCC–unique, compelling, and credible.

With such a brand position in place, companies can create a strong brand/channel alignment by adopting some combination of the following tactics:

1. Channel Selection. Perhaps the most powerful tactic to deploy is making brand alignment one of the criteria you use to select channel partners in the first place. If, however, you are already stuck with channel partners that do not exactly fit the brand message, then add even a few new partners that do fit, and promote them as a model. Competitiveness and guilt are wonderful motivators to the existing partners.

2. Company-Owned Channels. While we do not generally advocate that manufacturers open up their own dealerships or distributors (especially in competition with existing channel partners), this tactic is sometimes necessary. When IBM launched the first PC, they opened up IBM Product Centers, in no small part to demonstrate to new, independent dealers what a retail facility should look like. Sony, Nike, Viacom, and other companies have opened up their own dealerships for similar reasons. Some of our clients have even opened up company-owned channels, on a temporary basis, to get across their brand message–then turned around and sold the business to an independent dealer who understood the value of the brand.

3. Activity-Based Compensation. You may already know that Frank Lynn & Associates strongly advocates activity- or functional-based compensation, in general. You can tie some portion of the channel’s discount/rebate to performing activities that relate to brand alignment, e.g., training salespeople, using your promotional materials, or any of the other tactics in this list.

4. Store-within-a-Store. If you sell through a retail channel, consider the store-within-a-store concept to bring a bit of your brand directly into the retailer. Perfume companies pay their own reps to work behind the counters at department stores. HP and Microsoft teamed up to create unique display areas within retailers, where customers could gain hands-on experience with products in a variety of applications. Industrial products manufacturer, Parker Hannifin, has established several hundred ParkerStores at its distributors. Kodak has placed thousands of its photo kiosks in retail locations.

5. Point-of-Sale. If a store-within-store or even a kiosk seems a bit overwhelming, do not underestimate the power of basic point-of-sale materials. These may be small displays that surround your product, stand-alone racks, or simply hand-out materials. Regardless, they bring your message directly to the customer. They can also serve as training (see below) for channel salespeople. Make sure to coordinate with channel partners since each has its own perspective of what fits (and what does not).

6. Channel Training. Partners may not reflect your brand message due to a lack of employee skills. Or, perhaps your message never filtered down to the individual sales or technical people that “touch” the customer. You can roll out a separate course just on branding and marketing your product, or you can combine it with product training. If you are on a budget, try webinars or CD/DVDs.

7. Champions. If training does not get you far enough, consider building channel champions. These are channel employees that, for whatever reason, are, or could be, boosters of your brand. Maybe, they have had a good experience using or selling your brand. Maybe they are just really into your technology or style. Maybe they have a good relationship with your channel account manager. Whatever the reason, find these people and treat them right. Their enthusiasm for your brand can be infectious. This strategy works particularly well for manufacturers of tertiary brands. Maybe you cannot get the attention of your partner’s CEO, but the category manager or individual sales rep might care.

8. Marketing and Sales Tools. Aligning manufacturers and channel brands requires repetition. You need to communicate your brand position to and through the channel on a frequent basis. One means of accomplishing this is by providing channel partners with tools that they can use over and over. (Proposal boilerplate, partner portal with product, ordering, technical information, sales checklist, product configurator, planogram, or FAQs on your website) While these tools are not conventional brand media, each of these tools can slowly, but surely, shape the way your channel partners act and communicate with customers.

9. Account Plans. Partners often do not fully appreciate the strategic thinking behind your brand message. If so, I can guarantee that they do not appreciate the benefit of the various tactics I have described above. To help partners grasp your brand strategy, the importance of your tactical plans, and the financial impact on their business, you need to instigate an annual planning process with your partners. The plan, preferably developed by the channel’s principal or senior executive, should squarely address the issue of brand alignment. Channel principals/executives, especially in smaller firms, do not have anyone with whom they can discuss strategy. Your account manager becomes their business consultant. The plan should outline how you and the partner will achieve joint sales and profit targets. As such, it should cover all the activities that relate to brand alignment – training, promotion, advertising, customer targets, employee training, etc.

In a world of increasing commoditization, manufacturers must create and reinforce brand messages that trumpet their differentiation. Channels are arguably the most important media for communicating with customers. However, customers simply do not want to buy from manufacturers and channels that are not in agreement about fundamental premises and promises. The good news is that you have a wide variety of tools and tactics to bring channels into alignment with your brand message.

Oh, and don’t forget to take the dog out for a walk.

Bob Segal is a Principal of Frank Lynn & Associates. He oversees the firm?s industrial and technology practice groups. He has 24 years experience and is a nationally recognized author and trainer.