Sport & Leisure Industry - Session 6 - Brands: How

The Sport and Leisure Industrywk 6 – brands: how (part one)

The Unita recap

wk 1 - the industry: an overview

wk 2 - the four P’s: the cornerstones of marketing

wk 3 - how promotions catch on: virality

wk 4 - relationships > transactions

wk 5 - brands: what and why

today - brands: how (part one)

Brandstoday's session objectives

1.2.

to become familiar with the tools organisations use to better understand themselves.

to understand the process involved in crafting a brands core message – its mission statement.

Brandswhat?

The tangibles associated with an organisation…

“a name, a word, a symbol, a drawing, or a combination of these.”

Kotler et al (2000, p.478)

“a set of mental associations, held by the consumer, which add to the perceived value of a product or service”

Keller (1998)

And the intangibles associated with an organisation…

Brandswhy?

branding seeks to add perceived value to the products or services provided by an organisation and create positive brand

equity...

Brandshow: don’t try to run before you can walk

1 2 3

SWOT analysis

USP

Core Competence

Analysis

Pyramid of Purpose

Mission Statement

Creating those tangible and intangible items which project who

you are

(next week)

understanding your

organisation

communicating your organisation

Brandsunderstanding your organisation

SWOT Analysis


SWOT Analysis

strengths weaknesses

opportunities threats


SWOT - Strengths

• What advantages does your organization have?

• What do you do better than anyone else?

• What unique or lowest-cost resources can you draw upon that others can't?

• What do people in your market see as your strengths?

• What factors mean that you "get the sale"?

• What is your organization's Unique Selling Proposition (USP)?

• Consider your strengths from both an internal perspective, and from the point of view of your customers and people in your market.

Also, if you're having any difficulty identifying strengths, try writing down a list of your organisation's characteristics. Some of these will hopefully be strengths!

When looking at your strengths, think about them in relation to your competitors.

For example, if all of your competitors provide high quality products, then a high quality production process is not a strength in your organization's market, it's a necessity.


SWOT - Weaknesses

• What could you improve?

• What should you avoid?

• What are people in your market likely to see as weaknesses?

• What factors lose you sales?

Again, consider this from an internal and external basis: Do other people seem to perceive weaknesses that you don't see? Are your competitors doing any better than you?

It's best to be realistic now, and face any unpleasant truths as soon as possible.


SWOT - Opportunities

• What good opportunities can you spot?

• What interesting trends are you aware of?

Useful opportunities can come from such things as:

• Changes in technology and markets on both a broad and narrow scale.

• Changes in government policy related to your field.

• Changes in social patterns, population profiles, lifestyle changes, and so on.

• Local events.

A useful approach when looking at opportunities is to look at your strengths and ask yourself whether these open up any opportunities. Alternatively, look at your weaknesses and ask yourself whether you could open up opportunities by eliminating them.


SWOT - Threats

• What obstacles do you face?

• What are your competitors doing?

• Are quality standards or specifications for your job, products or services changing?

• Is changing technology threatening your position?

• Do you have cash-flow problems?

• Could any of your weaknesses seriously threaten your business?


SWOT Analysis

strengths weaknesses

opportunities threats


Unique Selling Proposition


USP

• your USP is the unique thing that you can offer that your competitors can't.

• it's your ‘Competitive Edge’.

• it's the reason that customers buy from you and you alone.

• if you don't have a USP you're condemned to a struggle for survival – that way lies hard work and little reward.

• makes you stand out from the pack

• makes people want to know more (what’s your website? etc.)

• it answers the question of “why should I do business with you over all the other choices I have, which includes doing nothing?

• it challenges others to match it

• it is saying more than that you are the best at what you do, it’s saying you’re the ONLY one who does what you do


USP Examples

Dominoes

‘we deliver hot pizza to your door in thirty minutes or less, or the pizza’s FREE!’

FedEx

‘If it absolutely, positively has to get there overnight…’

Premier Sport (Northampton)

‘’No other coaching company understands school sport better than us, just ask your child's school’



Criteria

Your organisation

(1 = very poor / 10 =

exceptional)

Competitor 1

Competitor 2

Competitor 3

Criteria 1 6 5 7 4

Criteria 2 8 7 7 6

Criteria 3 9 3 2 2

Criteria 4 3 6 7 9

Criteria 5 8 7 9 8



Criteria 1

Criteria 2

Criteria 3

Criteria 4

Criteria 5

0

1

2

3

4

5

6

7

8

9

Your OrganisationCompetitor 1Competitor 2Competitor 3



Criteria 1

Criteria 2

Criteria 3

Criteria 4

Criteria 5

0

1

2

3

4

5

6

7

8

9

Your OrganisationCompetitor 1Competitor 2Competitor 3

We’ve found what’s unique about our organisation. Our USP is criteria 3.


USP Examples

Dominoes

‘we deliver hot pizza to your door in thirty minutes or less, or the pizza’s FREE!’

FedEx

‘If it absolutely, positively has to get there overnight…’

Premier Sport (Northampton)

‘’No other coaching company understands school sport better than us, just ask your child’s school’


Core Competence Analysis



The starting point for understanding core competences is understanding that businesses need to have something that customers uniquely value if they're to make good profits.

"Me too" businesses (with nothing unique to distinguish them from their competition) are doomed to compete on price: The only thing they can do to make themselves the customer's top choice is drop price. And as other "me too" businesses do the same, profit margins become thinner and thinner.

This is why there's such an emphasis on building and selling USP’s.

If you're able to offer something uniquely good, customers will want to choose your products and will be willing to pay more for them.

The question, though, is where this uniqueness comes from, and how it can be sustained.

This Core Competence Analysis gets to the bottom of how and why you are able to offer your USP whilst others can’t.



Core Competences are the things that a company can do uniquely well, and that no-one else can copy quickly enough to affect competition.

To establish your organisations core competencies…

1. List the things that make you able to offer your USP, these are competencies of your organisation.

2. Then for each of these competencies run these three tests on them:

A - Relevance: Firstly, the competence must give your customer something that strongly influences him or her to choose your product or service. If it does not, then it has no effect on your competitive position and is not a core competence.

B - Difficulty of imitation: Secondly, the core competence should be difficult to imitate. This allows you to provide products that are better than those of your competition. And because you're continually working to improve these skills, means that you can sustain its competitive position.

C - Breadth of application: Thirdly, it should be something that opens up a good number of potential markets. If it only opens up a few small, niche markets, then success in these markets will not be enough to sustain significant growth.

Those competencies that pass the three tests are your organisations core competencies.


Pyramid of Purpose


Pyramid of Purpose

1. why

2. what

3. how

4. who


Pyramid of Purpose

Question 1 – "why" – refers to your organization's values, mission, and vision.

Question 2 – "what" – covers objectives and goals.

Question 3 – "how" – refers the actions needed to realise these goals.

Question 4 – "who" – refers to the people, systems and tools which deliver these.


Pyramid of Purpose

1. why

2. what

3. how

4. who

Brandshow: don’t try to run before you can walk

1 2 3

SWOT analysis

USP

Core Competence

Analysis

Pyramid of Purpose

Mission Statement


you are

(next week)

understanding your

organisation


Brandscommunicating your organisation

Mission Statement

• A Mission Statement defines the organization's PURPOSE and PRIMARY OBJECTIVES.

• It communicates them to those inside and outside of the organisation in a clear and concise manner. It’s both an internal and external statement.

• You’ve done the hard work with your research in putting together the four documents we’ve spoken about (USP, Pyramid of Purpose, Key Competency Analysis and SWOT).

• Now use them to create a short, SIMPLE TO UNDERSTAND mission statement for your organisation.

• As few words as possible. The best missions statements are often the shortest, clearest and most concise.


Mission Statement

• Sound simple?

• If you’ve gone through the process systematically then it can be.

• The hardest part can be whittling down the documents we’ve spoken of today and the knowledge they illicit about your organisation to as few words as possible.

• You want it to say a lot about your organisation, yet be as concise as possible. So don’t use fluffy, superfluous, unnecessary language.

• Every word has to add something to the statement - if it doesn’t then cut it out!

• Let’s look at some examples…


Amazon

Amazon’s vision is to be earth’s most customer

centric company; to build a place where people can come to find and discover anything they might

want to buy online.


Starbucks

Our mission: to inspire and nurture the human spirit – one person, one cup and one neighbourhood at a

time.


Skype

Skype’s mission is to be the fabric of real-time

communication on the web.


Team Beds & Luton

Working in partnership at the heart of the community to support, develop and promote

high quality opportunities to allow everyone to get involved, stay involved and succeed in sport

and physical activity.


Reebok

Mission: Challenge and lead the fitness world through creativity. At Reebok, we see the world a

little differently and throughout our history have made our mark when we've had the courage to

challenge convention. Reebok creates products and marketing programs that reflect the brand's

unlimited creative potential.


Asics

ASICS, an acronym derived from the Latin phrase, Anima Sana In Corpore Sano - a sound mind in a

sound body. Staying true to the philosophy by which it was founded, every ASICS innovation, every

concept, every idea is intended to create the best product. Our mission is to become the number one brand for the sports enthusiast. To accomplish this, we pledge to continue to make the best product; striving to build upon our technological advances and pushing the limits on what we can learn from

the body and its needs in athletic gear. We pledge to bring harmony to the body and soul.


Adidas

The adidas Group strives to be the global leader in the sporting goods industry with brands built on a passion for sports and a sporting lifestyle. We are

committed to continuously strengthening our brands and products to improve our competitive position.


Manchester United

Manchester United's mission is to be the best football club in the world, both on and off the pitch.


Paddy Power

Our mission is to make risk based entertainment more

accessible and fun.


Ladbrokes

Our vision is to be the e-enabled international betting and gaming

business.


Nike

To bring inspiration and innovation to every athlete in the world.

Brandstoday’s 50 words

Summerise today’s session in circa 50 words…

Describe the process that goes into an organisation better understanding itself and the way it introduces

its core message to the world.

Brandstoday’s key terms

SWOT

• strengths• weaknesses• opportunities • threats

USP

• unique selling proposition

• competitive advantage


• relevance

• difficulty of imitation

• breadth of application

Pyramid of Purpose

• why?• what?• how?• who?

Mission Statement

• purpose • primary objective• internal & external• clear & concise• as few words as possible

Brandstoday's session objectives

1.2.

to become familiar with the tools organisations use to better understand themselves.

to understand the process involved in crafting a brands core message – its mission statement.

Brandshow: we will address the next stage of the branding process

1 2 3

SWOT analysis

USP

Core Competence

Analysis

Pyramid of Purpose

Mission Statement


you are

(next week)

understanding your

organisation


Brandstoday’s references

Bart, C. & Baetz, M. (1998) ‘The relationship between mission statements and firm performance: An exploratory study’, Journal of Management Studies, 35 (6) pp.823-853.

Branson, R. (2013) ‘More mission, less statement’, Canadian Business, 86.

Bridgewater, S. (2010) Football Brands. Basingstoke: Palgrave Macmillan.

Ford, K. (2005) Brands laid bare: Using market research for evidence-based brand management. Chichester: John Wiley & Son Ltd.

Keeling, M. (2013) ‘Mission statements: Rhetoric, reality or road map to success?’, Knowledge Quest, 42(1) pp.30-36.

Keller, K., Aperia, T. & Georgson, M. (2012) Strategic brand management: A European perspective. (2nd edn.) Harlow: Pearson Education Limited.

Mind Tools (2014) Mission statements and vision statements: unleashing purpose. Available at: http://www.mindtools.com/pages/article/newLDR_90.htm (Accessed:23 January 2014).

Temporal, P. (2010) Advanced brand management: Managing brands in a changing world. Singapore: Wiley.

Wheeler, A. (2013) Designing brand identity. New Jersey: Wiley.

Williams, L. (2008) ‘The mission statement: A corporate reporting tool with a past, present and future’, Journal of Business Communication, 45 (2) pp.94-119.

http://www.mindtools.com/pages/article/newLDR_90.htm

Sport & Leisure Industry - Session 6 - Brands: How

Marketing

Transcript of Sport & Leisure Industry - Session 6 - Brands: How