A recognized, respected, and trusted brand can be a powerful tool for driving growth, but it is an asset often overlooked and under-appreciated by many business-to-business organizations. Managers are pressured to show continuous growth in sales and profitability, and they must do so in an increasingly competitive, complex, globalized, digitized and interactive world. For many, their brand represented a hidden or under-developed resource that could hold the key to achieving growth, but which is often dismissed as “too soft” or “too fuzzy” to warrant serious management consideration.
This workshop will examine B2B brands in the context of hard-nosed realities, and will examine how branding is increasingly being recognized as an integral, if not the leading, component of a successful B2B business strategy. As business assets, brands are unique in that they create value for both the organization as well as its customers and other stakeholders. The workshop will explore the value creation process, and show how B2B brands are built, managed, and leveraged, drawing on practical, real-world case examples.
The workshop will also address the organizational implications of brands and branding, and will examine various methods and tools for managing a multi-faceted portfolio of corporate, product, and service brands, including the role of sub-brands and endorsed brands. We will explore key questions of brand portfolio management, such as: When should new products be introduced using an existing brand name, and when should a new brand be created? Can an existing brand be “stretched” to successfully enter new categories, or segments? How can branding improve chances for success in bringing new products and innovations to the marketplace?
A strong B2B brand not only attracts customers, it helps the organization facilitate alliances with other firms. We will examine several types of branding alliances, from licensing, to co-branding, and ingredient branding, and will provide guidelines for creating partnerships that are strong, sustainable, and mutually beneficial.
Finally, we will tackle the issue of measuring branding success. While awareness and stated preference scores may be helpful interim measures, in the long-run, the brand must generate returns and contribute to shareholder value. We will examine a comprehensive and integrated framework for linking attitudinal measures with sales performance and, ultimately, with the financial value of brand assets.
- Brand and product managers
- Marketing and marketing communication managers
- Strategic planners
- Sales managers with brand or communication responsibilities
- New product development managers