Complexity made simple the BR-ND Brand Fan
What is the Br-nd Brand Fan? The BR-ND Brand Fan visualizes and simplifies the current and desired brand portfolio structure and brand architecture. It is an instrument to help direct portfolio decisionmaking and management.
brand portfolios are never static
The model is based on the dynamic relationship between the degree of dominance of the mother brand versus the degree of dominance of other (sub) brands, category names, and proposition names. The dynamic relationship is important, since, in practice, brand portfolios are never static.
The BR-ND Brand Fan translates a complicated phenomenon like brand portfolio management into a comprehensible and practical instrument for branding and nonbranding professionals thourghout the organization.
What can we learn from the Brand fan?
The mother brand is the central element in the BR-ND Brand Fan. The model describes two important things:
1
the place where current and future propositions, categories, sub brands, and individual brands appear in the brand portfolio
2
the brand architecture rules in that specific place that prescribe the visual and verbal representation of the proposition.
The Brand Fan complexity made simple Level 1 Primary Brand Domain
Standard propositions that fill in and support the brand 100% visual style mother brand Generic, descriptive names
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Level 4 Separate Brand Domain
Individual propositions 0% visual style mother brand Distinctive names
Level 2 Secondary Brand Domain
‘Crown jewels’ (added value propositions that support the brand) 90-80% visual style mother brand Semi-descriptive and more distinctive names
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Level 3 Related Brand Domain
Distinctive propositions 80-20% visual style mother brand Distinctive names
The Four levels of the brand fan 2 1 brand
4
3
Levels 1 and 2 are subordinate to the mother brand.
The brand architecture of propositions on these levels should completely (level 1) or mostly (level 2) follow the visual and verbal identity of the mother brand.
Levels 3 and 4 exceed the mother brand.
Only propositions that for some reason need true differentiation from the mother brand appear on these levels. For example, because they are targeted towards totally different market segments with different needs. Or towards market segments where the mother brand has no credibility. Sometimes, these propositions are so strong that the mother brand does not add value. Based on such strategic determinants they deserve their own (sub) brand. Therefore, the brand architecture is mostly (level 3) or completely (level 4) independent of the verbal and visual identity of the mother brand.
The primary brand domain Level 1 The basis
1 brand
Level 1 The Basis
The first level represents the primary brand domain. Here, the mother brand functions as the main brand for all categories and propositions filling in and supporting the mother. The primary domain actually is the reason to exist for the mother brand. The products and services in this domain are not unique; most other brands within the same market have them in their assortment. Hence, it is important that the categorization, naming, and design of these propositions optimally support the brand positioning. The brand architecture rules differ per mother brand, but in general it can be said that propositions on level 1 should completely conform to the visual identity and house style principles of the mother brand. Verbally, generic and descriptive terms should be used.
The shop window of your brand Level 2 Added value
2
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Level 2 Added value
On the second level, the secondary domain, the mother brand functions as the main brand for unique added value propositions and concepts. These propositions and concepts are the ‘crown jewels’ that show what the mother brand offers, besides the basic assortment. While level 1 can be seen as the ‘shop’ where you can find everything you expect in a structured way, level 2 can be seen as the ‘shop window’ where you can find highlighted added value concepts. The brand architecture on this level should thus also optimally support the brand positioning. In general, propositions on level 2 should mostly conform to the visual style of the mother brand; however, to be noteworthy as a crown jewel, some degree of distinctiveness is also critical. Also, a strong degree of visual consistency between the propositions is preferred. Unity by variety. Verbally, more distinctive names can be used, preferably names that can be legally protected (stand alone or combined with the mother brand). Some verbal consistency is favoured here as well.
There is a distance growing Level 3 Differentiation
brand
3
Level 3 Differentiation
On the third level, the related brand domain, the mother brand functions as endorser for propositions that are related, but distant from the mother brand. These can be sub brands, where the relationship with the mother brand is about 50/50, or endorsed individual brands, where the mother brand functions as medium or weak endorser. While sub brands with a strong endorsement support the mother brand, individual brands with a medium or weak endorsement hardly support the mother. Here, it is the other way around: the mother brand heavily supports the individual brand. Endorsement can be verbally, visually, or both. For sub brands, the brand architecture rules are still related to the visual and verbal style of the mother brand. For endorsed individual brands, there is almost complete freedom. Legally, both sub brands and individual brands on level 3 should be independently registered and monitored.
Individually operating entities Level 4 No Relationship
brand
4
Level 4 No Relationship The fourth level represents the separate brand domain. Here, entities (subsidiaries, propositions) appear that operate individually in the market, the mother brand being no more than a invisible sender. Brands in this domain seem to have nothing to do with the mother brand, since they are not visually nor verbally connected. Only annual reports and communication on employee or business to business markets sometimes show these brands as part of the organization’s brand portfolio. In this domain, there are no brand architecture rules; propositions do not have to conform to the mother brand’s style. The BR-ND Brand Fan is a dynamic model; propositions can migrate from one level to another. This often happens via level 3, where there is a hybrid brand architecture of two brands having an explicit relationship. Culture determinants, for example, often require a temporary brand architecture of two merging brands, before migrating to one. It is also common to introduce a new proposition as a sub brand, before stimulating it to migrate to an individual brand with a medium or weak endorsement.
BR-ND Portfolio Development A search in 3 steps
Taking these steps leads to brand portfolio management based on facts and tangible consequences.
1. Brand Portfolio audit
During the first step, all brands and propositions within the portfolio are studied. First individually to understand why they exist, how strong they are, who they compete with, and what legal status they have. Second, the brand portfolio is studied as a whole to understand if and how the brands and propositions are interrelated. While analyzing, the current brand portfolio is visualized by the BR-ND Brand Fan.
2. Interpretation & creation
During the second phase, the translation from strategy to brand portfolio takes place. First, the strategic starting points are listed, then various brand portfolio scenarios are developed. Again, these scenarios are visualized by the BR-ND Brand Fan. To show the practical consequences of the brand portfolio scenarios, it is essential to verbalize and visualize the brand architectures.
3. Decide & implement
After one or several brand portfolio scenarios are developed, it is time to validate the options.The gap analysis can be conducted by a ‘brand team’, but it can also incorporate extensive internal or external validation research. After the gap analysis, a management decision has to be made. Then, implementation is to be planned.
10 things you need to know to build your brand portfolio
1. A brand is a means to an end.
The organization’s objectives should be the strategic starting points for the branding strategy.
2. Commitment sought!
Involving top management, internal brand owners, and other key players, is an essential success factor.
3. Brand portfolio is not the same as organization structure.
The simple fact that there are legal or organizational differences does not mean that subsidiaries, business units, and departments have the ‘right’ of their own brand.
4. Brand portfolio and brand architecture: two important concepts.
On an organization level brand portfolio questions arise: about the number and types of propositions and their interrelationships. On a proposition level brand architecture questions arise about the combination and prominence of verbal and visual brand elements.
5. Brand association transfer: what happens in the brain.
Brand association transfer is the phenomenon that associations of one brand are transferred to another brand and vice versa. The stronger the visible link between two elements of the brand architecture, the stronger the brand association transfer.
6. One brand, unless‌
The most efficient brand portfolio consists of one brand. However, one brand is not always the most effective. What the most efficient and effective brand portfolio is, depends on the reasons why it is necessary and desirable to differentiate propositions from each other and from the mother brand.
7. Strategic determinants: searching for the ‘very good reasons’. A structured internal and external analysis gives insight into the relevance of the strategic determinants and the consequences for the brand portfolio.
8. The BR-ND Brand Fan: Complexity made simple.
The BR-ND Brand Fan visualizes the brand portfolio structure and the brand architecture. The model describes the place where propositions appear in the brand portfolio and which brand architecture rules apply to that place.
9. BR-ND Portfolio development: a search in 3 steps.
The BR-ND Portfolio Development tool contains three steps: analysis, creation, and implementation. Taking these steps leads to brand portfolio management based on facts and tangible consequences.
10. The rules are set. Now what?
Not only the content, but also the process of management, monitoring, and (if necessary) adaption of the brand portfolio strategy needs to be created. This requires at least a responsible team and a clear procedure.
Read more about Brand Portfolio on
http://issuu.com/br-nd/docs/brand_portfolio_book_uk BR-ND The brand appeal company Julianalaan 15 | 1213 AP Hilversum | The Netherlands T +31 (0)35 625 10 10 | www.br-nd.com | twitter.com/br_nd