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3.3 What a branded house is and when to use it.

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Brand and Product Management

4.6（995 个评分） | 39K 名学生已注册

课程 1（共 5 门，营销组合实践专项课程）

上了这门课程之后，你将能明确发展一个既能短期取胜，又有长期价值的产品和品牌策略所需要的主要信息。你将创建一个活动计划（既要面对外部消费者，也要面对内部员工）来把你的品牌策略付诸实际。同时你也能够

查看授课大纲

您将学习的技能

Brand Architecture, Product Management, Brand Management, Brand Engagement

审阅

4.6（995 个评分）

5 stars
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EE

Jul 17, 2017

It was an exciting journey getting to understand the intricacies behind brands and how they can be managed successfully. The lessons were in-depth and the examples were explicitly simple.

AF

Jul 08, 2016

This is the best course I have taken on Coursera so far. I highly recommend it to anyone who is interested in marketing, branding or management.\n\nThank you for this awesome course!

从本节课中

Knowing how to communicate your offering: Brand Architecture & naming.

At the end of this module, you will be able to: Define how to name your brand. Explain how to develop a system to incorporate future products and brands.

3.3 What a branded house is and when to use it.4:26

3.4 What a house of brands is and when to use it.3:41

3.5 What a hybrid model is and when to use it.3:44

教学方

Luis Rodriguez Baptista
Professor

脚本

[MUSIC]

Hi, welcome back.

In the last lecture, we discussed brand architecture components and model.

Including the concept of a corporate brand.

The focus of this lecture is to deep dive into the Branded House Model and

when to use it.

By definition,

a Branded House means that all of your products are commercialized under one

single powerful brand that spans a broader breadth of offerings that you have.

It is a key point of reference.

Its role is to drive the customer relationships.

The objective of using this strategy is really to provide clarity to the customer,

because it is an easily understood offering set

with the script that articulates what it sells.

It also provides synergy between products, because you share and

spread the positive associations.

It also allows to leverage the brand strength of the master brand

across more context.

Let's look at an example.

I know it is from some years back, but

it illustrates very well the points involved so you can grasp them.

In the early days of the century, Dell, the PC manufacturer,

had various brands for their offering, an online shopping site called Gigabuys.

A search engine called Ask Dudley.

Support.ap.dell for support, a single source for integrated and

custom factory solutions called DellPlus etc, etc.

Dell decided to shift it's focus from its service channel of brands to a single

master brand, by positioning master brand as a unified platform of product and

services.

Dell strengthened the equity of the master brand and clarified its offering for

customers.

Simplifying that the architecture enabled Dell

to drive equity to its master brand more efficiently.

Gigabuys became Dell Accessories.

And Ask Dudley became Dell Online Instant Answers.

And support.ap.dell became Dell Support.

And DellPlus became Dell Customer Factory Integration, etc, etc.

Dell's change in brand architecture, where all of their products and

services became aligned under a corporate brand, caused that the master brand Dell,

is the one playing the driver role for customers purchase decisions.

So let's do an analysis to see if Dell's architecture

actually maximized customer clarity and optimized the spending efficiency.

On the advantages side, reducing the number of sub-brands and

using descriptives definitely provided clarity for customers.

The marketing investment and

personal resources focused on building a single brand.

It enables scale investment and child resource allocation.

The fact that one brand provided Exoft solution in this field built credibility,

and thus equity into one master brand.

Lastly, Dell was able to leverage the strength of the Dell original offering,

building customized PCs, into their service businesses.

On the disadvantages front, for Dell, there could had been negative synergies.

Like bad experiences with one business or offering could negatively affect

customer's perception of other business under the same master brand.

Also, something which doesn't apply to all brands, but targeting unique

customer segments can be challenging if a brand's extendibility is limited.

So how do you decide where to use a Branded House Model

when growing your offering?

You should at least think of the following.

Are the target customers of your product the same, or

similar enough, that you can target them with one encompassing brand?

For example, from a pricing perspective, are some of them cost oriented and

others willing to pay for a premium?

If this is the case, you might want to use a different brand architecture model.

Remember, in a Branded House, you should maintain a consistent brand meaning and

messaging across your categories.

Because at the end, all your brand-building efforts,

your focus on growing enhances the strength of that one master brand.

In our next lecture, we will discuss more in detail the House of Brands Model, and

when to use it.

See you there.

[MUSIC]

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