BRAND MARKETING PLAN (PART 2)

Nguyễn Quang Hiệp

Brand Coach & Trainer
 PART 1 PART 2 PART 3
1 2 3 4 5

PORTFOLIO BRAND
STRATEGY CAMPAIGN 1 MARKETING
BRAND J2BD
REVIEW ACTIVITY
& BRAND KPI
BRAND PRIORITISED CALENDAR
BRAND
POSITIONING SOURCE OF
STRATEGY REVIEW GROWTH CAMPAIGN 2
BRAND PRIORITISED
STRATEGY ISSUES & TRADE
OPPORTUNITIES CHANNEL CAMPAIGN 1 TRADE
REVIEW
J2BD & ACTIVITY
MARKET AUDIT CHANNEL KPI TRADE CALENDAR
CAMPAIGN 2

BRAND AUDIT

Review last-year Prioritize brand Issues to 3-5 brand jobs to do Major Brand Campaigns List of detailed Brand
strategies vs brand be fixed, great market this year & KPI to this year to achieve KPI Activities for the whole
performance to identify Opportunities to capture, measure, connecting of key Jobs, connected to team to execute & keep
the gaps (Issues). Also in line with major brand with Trade Marketing Trade Campaigns track with timeline &
discover major market & Source of Growth jobs & its KPI budget, connected to
consumer trend that accordingly Trade Activities
offer business growth
(Opportunities)
SOURCE OF GROWTH
 Sometimes, we wonder why brands do this or that...

Open new store New brand launch New product line extension

New brand experience Non-stop consumer promotions Behavior-change communication

(shopping)
 New product development & Premiumize service image & Customized packs
combo pricing quality upgrade

From online to offline sales channel Customized promotion Open flagship store
Back to the nature of brand activities, they try to influence certain consumer groups to change
current behaviors towards the brand (buying behavior)

[
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The outcome is to grow the brand by gaining more

users, more usage, more value through upgrade
 SOURCE OF GROWTH of the brand

Think about what CONSUMER GROUPS

Think about what BUYING BEHAVIORS to influence

At the end, a brand grow from BUYING BEHAVIORS of CONSUMER GROUPS!

 BRAND GROWTH MODEL
STEP 1: Define source of growth Current Consumer Group New Consumer Group

What new perception towards What new perception towards

STEP 2: Define what expected attitude
the brand the brand

• New users come to buy • Buy 1st time

• Buy more
• Buy 2nd time
STEP 3: Define what expected buying • Use more
behavior • Use more frequently
• Upgrade
• Upsize
• Etc.

STEP 4: Define what Brand's “P” to

Decide major brand levers to influence buying behavior
influence attitude & buying behavior

1. BRAND 2. PRODUCT 3. PRODUCT 4. PRODUCT 5. PACKAGING 6. PRICE 7. PLACE 8. CUSTOMER 9. 10.

POSITIONING PORTFOLIO CONCEPT PERFORMANCE The packaging Promotion & Location EXPERIENCE COMMUNICATION CONSUMER
The brand image, Product lines, Product name, Product attributes, shoppers see & increased price & coverage The experiential The brand PROMOTION
character, promise variants, formats, features, benefits, product quality consumers use brand process message to Promotion
SKUs claims, RTB consumers offerings

STEP 5: Generate Brand Job-To-Be-Done Get WHO do WHAT by which Brand 6P / 7P lever

• Attitude change KPI

• Behavior change KPI
STEP 6: Brand KPI • Commercial KPI
 1. BRAND
Renew, remove or add in brand 6. PRICE
POSITIONING Increase price or discount to enhance
attributes in consumer perception, Promotion &
The brand image, profitability or encourage purchase
creating “suitability” image increased price
character, promise

2. PRODUCT
PORTFOLIO Diversify product variants, SKUs to 7. PLACE Increase convenience by expanding
Product lines, variants, meet various needs of consumers Location & coverage distribution
formats, SKUs

3. PRODUCT
8. CUSTOMER
CONCEPT Beautify product outlook to trigger EXPERIENCE Increase satisfaction by in-store
Product name, needs & win shopper purchase The experiential customer service
features, benefits, behavior brand process
claims, RTB

4. PRODUCT 9.
COMMUNICATION Convey brand message & image by
PERFORMANCE Improve product quality, make it
The brand message communication to trigger need &
Product attributes, better than competitor
to consumers feeling-to-purchase will
product quality

5. PACKAGING
10. CONSUMER Encourage purchase by consumer
The packaging Beautify product packaging to win
PROMOTION promotion
shoppers see & shopper purchase behavior
Promotion offerings
consumers use
 Innovation-led growth Non Innovation-led growth

vs

• Strong factor to drive more money (reach new • Refresh the brand to serve consumer groups
consumer groups, current spend more, or fix current issues to convert lapsers. It can
upgrade) also reach new consumer groups sometimes
• Involve highly strategic decision making • Mostly involve less strategic decision making
• Time-consuming, costly & high risk • Less time-consuming & costly in preparation
management in preparation process process

1. BRAND 2. PRODUCT 3. PRODUCT 4. PRODUCT 5. PACKAGING 6. PRICE 7. PLACE 8. CUSTOMER 9. 10.

POSITIONING PORTFOLIO CONCEPT PERFORMANCE The packaging Promotion & Location EXPERIENCE COMMUNICATION CONSUMER
The brand image, Product lines, Product name, Product attributes, shoppers see & increased price & coverage The experiential The brand PROMOTION
character, promise variants, formats, features, benefits, product quality consumers use brand process message to Promotion
SKUs claims, RTB consumers offerings
Innovation-led Growth Examples: Biti's Hunter

• Biti's launched Biti's Hunter affordable

sportswear range to grow the brand by
reaching new consumer group - First
Jobbers, educating them to use the brand
for daily & travel occasions

• The innovation significant builds new

brand equity in attributes “An innovative
brand”, “Young, dynamic”, “A brand for
first jobbers”, “For travel”
 New Consumer Group

STEP 1: Define source of growth

• Aware Biti's Hunter sneakers

STEP 2: Define what expected attitude • A brand for young people
• Sneaker for vacation & daily use

STEP 3: Define what expected buying

Buy Biti's Hunter sneakers 1st time
behavior

STEP 4: Define what Brand's “P” to

influence attitude & buying behavior

2. PRODUCT 3. PRODUCT 9.
1. BRAND 4. PRODUCT 5. PACKAGING 8. CUSTOMER
PORTFOLIO CONCEPT 6. PRICE 7. PLACE COMMUNICATION 10. CONSUMER
POSITIONING PERFORMANCE The packaging EXPERIENCE
Product lines, Product name, Promotion & Location The brand PROMOTION
The brand image, Product attributes, shoppers see & The experiential
variants, formats, features, benefits, increased price & coverage message to Promotion offerings
character, promise product quality consumers use brand process
SKUs claims, RTB consumers
Innovation-led Growth Examples: JUNO

• Juno launched affordable sportswear range to

grow the brand on current young female
consumer groups, educating them to match
with casual wear in daily & vacation occasions

• The innovation builds good brand equity in

attributes “one stop shop for female First-
Jobbers” & “young, dynamic”
 Current Consumer Group

STEP 1: Define source of growth

• Aware Juno's sneakers

STEP 2: Define what expected attitude • One-stop fashion shop for youth
• Sneaker for vacation & daily use

STEP 3: Define what expected buying

Buy Juno sneakers 1st time
behavior

STEP 4: Define what Brand's “P” to

influence attitude & buying behavior

2. PRODUCT 3. PRODUCT 9.
1. BRAND 4. PRODUCT 5. PACKAGING 8. CUSTOMER
PORTFOLIO CONCEPT 6. PRICE 7. PLACE COMMUNICATION 10. CONSUMER
POSITIONING PERFORMANCE The packaging EXPERIENCE
Product lines, Product name, Promotion & Location The brand PROMOTION
The brand image, Product attributes, shoppers see & The experiential
variants, formats, features, benefits, increased price & coverage message to Promotion offerings
character, promise product quality consumers use brand process
SKUs claims, RTB consumers
Innovation-led Growth Examples: GRAB

• Grab launched Grab Food in order to grow the brand by cross-

selling within current consumer groups (using multiple products
Grab Bike, Car & Food) & reaching new consumer group having
specific demand in Food order

• The innovation builds new equity in ”Food delivery” & fortifies

equity “Transport expert”
 Current Consumer Group New Consumer Group

STEP 1: Define source of growth

• Aware new service Grab Food

STEP 2: Define what expected attitude • Impressed by amazing diverse menu with appealing promotion
• Feel urged to order when being hungry

STEP 3: Define what expected buying • Trial Grab Food 1st time
behavior • Use Grab Food as often as 5 times/ month

STEP 4: Define what Brand's “P” to

influence attitude & buying behavior

2. PRODUCT 3. PRODUCT 9.
1. BRAND 4. PRODUCT 5. PACKAGING 8. CUSTOMER
PORTFOLIO CONCEPT 6. PRICE 7. PLACE COMMUNICATION 10. CONSUMER
POSITIONING PERFORMANCE The packaging EXPERIENCE
Product lines, Product name, Promotion & Location The brand PROMOTION
The brand image, Product attributes, shoppers see & The experiential
variants, formats, features, benefits, increased price & coverage message to Promotion offerings
character, promise product quality consumers use brand process
SKUs claims, RTB consumers
Innovation-led Growth Examples: OPPO

• Oppo launched innovation Reno 10x Zoom Edition to grow

the brand by reaching new consumer group (young & rich
first jobbers), offering high-class quality camera
• The innovation fortify brand equity in attributes “Camera
phone” & increase its expert in “Technology”
 New Consumer Group

STEP 1: Define source of growth

• Aware new Oppo phone suiting their style & Selfie need
STEP 2: Define what expected attitude • Feel excited about superior “camera technology” attribute &
its great style

STEP 3: Define what expected buying • Ask parents to buy Oppo Reno 10x Zoom Edition as a reward
behavior

STEP 4: Define what Brand's “P” to

influence attitude & buying behavior

2. PRODUCT 3. PRODUCT 9.
1. BRAND 4. PRODUCT 5. PACKAGING 8. CUSTOMER
PORTFOLIO CONCEPT 6. PRICE 7. PLACE COMMUNICATION 10. CONSUMER
POSITIONING PERFORMANCE The packaging EXPERIENCE
Product lines, Product name, Promotion & Location The brand PROMOTION
The brand image, Product attributes, shoppers see & The experiential
variants, formats, features, benefits, increased price & coverage message to Promotion offerings
character, promise product quality consumers use brand process
SKUs claims, RTB consumers
Innovation-led Growth Examples: THE COFFEE HOUSE

• The Coffee House launch new Cold Brew,

growing on current users, upgrading high-class
consumer groups from traditional coffee range
• The innovation fortifies brand equity in
attributes “Expertise in Coffee”
 Current Consumer Group

STEP 1: Define source of growth

• Aware new Cold Brew

STEP 2: Define what expected attitude
• Feel excited to try in “taste change” ocassion

STEP 3: Define what expected buying

behavior
Order Cold Brew in “taste change” ocassion

STEP 4: Define what Brand's “P” to

influence attitude & buying behavior

2. PRODUCT 3. PRODUCT 9.
1. BRAND 4. PRODUCT 5. PACKAGING 8. CUSTOMER
PORTFOLIO CONCEPT 6. PRICE 7. PLACE COMMUNICATION 10. CONSUMER
POSITIONING PERFORMANCE The packaging EXPERIENCE
Product lines, Product name, Promotion & Location The brand PROMOTION
The brand image, Product attributes, shoppers see & The experiential
variants, formats, features, benefits, increased price & coverage message to Promotion offerings
character, promise product quality consumers use brand process
SKUs claims, RTB consumers
 Exercise

Thinking about SOURCE OF GROWTH of the brand (4 steps)

Student Office workers / Business Family New consumer group

partners
 Exercise

Thinking about SOURCE OF GROWTH of the brand (4 steps)

Office worker Female < 26 Professional Middle-aged

New consumer group
Male / Female High-income family gymmer female
Non Innovation-led Growth Example: MEIZAN

Wilmar transformed Meizan into Meizan Gold, offering stronger

brand proposition in order to flank with Tuong An Gold,
protecting current users from lapsing
 Current Consumer Group

STEP 1: Define source of growth

• Aware new premium & higher quality image of Meizan

STEP 2: Define what expected attitude
• Feel Meizan is more suitable than Tuong An

• Remain loyal purchase to Meizan

STEP 3: Define what expected buying
behavior • Switch back to Meizan from Tuong An

STEP 4: Define what Brand's “P” to

influence attitude & buying behavior

2. PRODUCT 3. PRODUCT 9.
1. BRAND 4. PRODUCT 5. PACKAGING 8. CUSTOMER
PORTFOLIO CONCEPT 6. PRICE 7. PLACE COMMUNICATION 10. CONSUMER
POSITIONING PERFORMANCE The packaging EXPERIENCE
Product lines, Product name, Promotion & Location The brand PROMOTION
The brand image, Product attributes, shoppers see & The experiential
variants, formats, features, benefits, increased price & coverage message to Promotion offerings
character, promise product quality consumers use brand process
SKUs claims, RTB consumers
Non Innovation-led Growth Examples: MOMO

• Momo grows the brand by increasing brand

penetration (increase number of new users),
educating current users to convince new users to
download & use Momo in return for a reward of
VND 100,000
• This activity only builds brand awareness among
new users
 Current Consumer Group

STEP 1: Define source of growth

STEP 2: Define what expected attitude • Aware & feel excited about the consumer promotion

STEP 3: Define what expected buying

behavior
• Encourage friends to top-up money in Momo

STEP 4: Define what Brand's “P” to

influence attitude & buying behavior

2. PRODUCT 3. PRODUCT 9.
1. BRAND 4. PRODUCT 5. PACKAGING 8. CUSTOMER
PORTFOLIO CONCEPT 6. PRICE 7. PLACE COMMUNICATION 10. CONSUMER
POSITIONING PERFORMANCE The packaging EXPERIENCE
Product lines, Product name, Promotion & Location The brand PROMOTION
The brand image, Product attributes, shoppers see & The experiential
variants, formats, features, benefits, increased price & coverage message to Promotion offerings
character, promise product quality consumers use brand process
SKUs claims, RTB consumers
Non Innovation-led Growth Examples: Johnson's baby

• Johnson's baby oil grows the brand by reaching new

consumer groups (modern women having daily beauty
make-up), educating them to use the product in make-up
removal stage
• This activity builds new equity in attribute “Makeup
removal” across female adults
 Current Consumer Group New Consumer Group

STEP 1: Define source of growth

• Aware new product function of Johnson's Baby Massage Oil

STEP 2: Define what expected attitude
• Feel want to buy for daily make-up removal purpose

STEP 3: Define what expected buying • Buy for daily make-up removal purpose
behavior

STEP 4: Define what Brand's “P” to

influence attitude & buying behavior

2. PRODUCT 3. PRODUCT 9.
1. BRAND 4. PRODUCT 5. PACKAGING 8. CUSTOMER
PORTFOLIO CONCEPT 6. PRICE 7. PLACE COMMUNICATION 10. CONSUMER
POSITIONING PERFORMANCE The packaging EXPERIENCE
Product lines, Product name, Promotion & Location The brand PROMOTION
The brand image, Product attributes, shoppers see & The experiential
variants, formats, features, benefits, increased price & coverage message to Promotion offerings
character, promise product quality consumers use brand process
SKUs claims, RTB consumers
Non Innovation-led Growth Examples: Couple TX

• Couple TX grows the brand both on current

consumer groups & reaching ones, educating their
behavior to exchange old outerwear to a new one at
a discounted price
• This activity fortifies equity in attribute “Outerwear”
& “CSR”
 Current Consumer Group

STEP 1: Define source of growth

• Aware the consumer promotion & its humanity

STEP 2: Define what expected attitude
• Feel want to be a part of the humanity campaign

STEP 3: Define what expected buying

behavior
• Exchange the old outerwear for a new one

STEP 4: Define what Brand's “P” to

influence attitude & buying behavior

2. PRODUCT 3. PRODUCT 9.
1. BRAND 4. PRODUCT 5. PACKAGING 8. CUSTOMER
PORTFOLIO CONCEPT 6. PRICE 7. PLACE COMMUNICATION 10. CONSUMER
POSITIONING PERFORMANCE The packaging EXPERIENCE
Product lines, Product name, Promotion & Location The brand PROMOTION
The brand image, Product attributes, shoppers see & The experiential
variants, formats, features, benefits, increased price & coverage message to Promotion offerings
character, promise product quality consumers use brand process
SKUs claims, RTB consumers
 Exercise

Thinking about SOURCE OF GROWTH of the brand (4 steps)

Student Office worker Mid-aged house wife New consumer group

 Exercise

Thinking about SOURCE OF GROWTH of the brand (4 steps)

Amateur gamer Semi-pro & Pro gamer New consumer group

 Thinking about SOURCE OF GROWTH in Volume/Value
From 100 bil last year to 150 bil this year (+50%)

Current Consumer Group New Consumer Group

65% (65 bil) 25% (25 bil) 10% (10 bil)

CG1 CG2 CG3 CG4 CG5

71.5 bil 40 bil 8 bil 30 bil

• New users buy • New users buy • Buy 1st time

• Buy more • Buy more • Buy 2nd time
• Use more • Use more
• Upgrade • Upgrade

~120 bil ~30 bil

PRIORITIZED
SOURCE OF GROWTH
 Market Audit - I&O
Key I&O

1 How's the big category going on? The whole category keeps growing & consumers spend more
Its growth slows down!
2 How's my focused category/segment going on?
More & more lapsers to smart formal & casual segments
Most competitors are performing well across pricing segments
3 How are competitors doing?
We're losing share!
Our key consumer group's upgrading to An Phuoc & Pierre
4 Who are consumer groups? What are they doing? Cardin
Young entry-level consumer group's captured by Owen, Aristino
What are key offerings of competitors to consumer An Phuoc keeps convert our group thanks to its fortified brand
5
groups? proposition
Shirt & Trousers perform ok in core products
6 How are we actually performing?
Most innovations are slow-selling

= Opportunity

KEY
= OK
= Issue
 Brand Audit - I&O
Key I&O

1 How consumers perceive our brand? Dành cho độ tuổi trên 25 với tính cách già, nghiêm túc, cứng nhắc nên
khó thu hút nhóm trẻ
Ít đổi mới, ít cập nhật mẫu bắt xu hướng
Ít phù hợp tiếp khách sang

2 How consumers perceive our brand strength? Thương hiệu lâu đời, được dùng rộng rãi
Mạnh về áo sơ mi & quần tây, chất liệu mát, bền
Chuyên về công sở chuẩn mực, chất lượng tốt, giá hợp lý

3 How consumers perceive our product portfolio Đa dạng mẫu mã phù hợp với nhiều nhu cầu về đồ công sở
matching their needs? Ít ra mẫu vào dịp đặc biệt để khóa túi tiền khách hàng
Dòng cho trẻ em & giày sneaker ko thật sự hấp dẫn

4 How consumers evaluate our product quality vs

Chất lượng gần như tương đương với đối thủ ở phân khúc cao cấp
competitors?

5 How consumers perceive our price? Cảm nhận giống như giá thực tế, nó trở thành rào cản để tăng giá và
bán sản phẩm ở phân khúc cao hơn

6 How consumers perceive our brand communication? Ít thấy quảng cáo

Chất lượng sáng tạo trong quảng cáo ko cao

7 How consumers perceive our promotion? Ít khuyến mại

Tỉ lệ khuyến mại cũng kém hấp dẫn

8 How consumers perceive our packaging? xxx

9 How consumers perceive in-store customer

Nhìn chung là trải nghiệm ổn = Opportunity

KEY
experience?
Thiếu điểm nhấn & các yếu tố để làm sống động hơn, gia tăng cảm xúc = OK
10 How consumers perceive product convenience? Độ phủ rộng khắp nên khách hàng dễ tiếp cận với cửa hàng = Issue
 Viettien current consumer groups in Formal & Very Formal segment

[1] - 60% [2] - 25% [3] - 15%

• Demo: Nam 25-45, thu nhập AB • Demo: Nam First-Jobber <25, thu nhập B+ • Demo: Nam First-Jobber 22-25, thu nhập B+
• Psycho: Tính thực dụng, ko muốn khác biệt, ko thể • Psycho: Tính thực dụng, ko muốn khác biệt, • Psycho: Tính cách cở mở cho xu hướng thời
hiện địa vị hay tiền bạc bằng thời trang ko quan tâm đến thời trang trang, muốn khác biệt và thể hiện bản thân.
• Behavior: Ăn mặc xuề xòa, đơn giản. • Behavior: Ăn mặc xuề xòa, đơn giản. Chuộng hàng hiệu và khát khao thương hiệu
• Need: cần đồ của Việt Tiến vào những dịp đi làm • Need: Việt Tiến thường là bộ đồ công sở đầu cao cấp để giúp khẳng định bản thân
hàng ngày, họp hành, tiếp khách hàng. Chú trọng tiên trong đời, để đi phỏng vấn, mới đi làm. • Behavior: Ăn mặc chỉn chu, có tính thời trang
vào chất lượng Chú trọng vào chất lượng • Need: Việt Tiến thường là bộ đồ công sở đầu
tiên trong đời, để đi phỏng vấn, mới đi làm.
 Potential consumer groups in Smart Formal segment

Consumer Group Consumer group Consumer group

• Demo: Nam 24-30, thu nhập A • Demo: Nam 25-32, thu nhập B+ • Demo: Nam First-Jobber <24, thu nhập B+
• Psycho: Tính hướng ngoại, có gu thời trang • Psycho: Tính hướng nội, thực dụng, có • Psycho: Tính hướng ngoại, sôi nổi, chưa định
cao, chú trọng vào phối đồ (quần áo, giày khuynh hướng sống tối giản, chú trọng vào hình về style ăn mặc, dễ bị tác động về
dép, phụ kiện, ba lô & túi xách). Xem thời sự tinh tế, điểm nhấn trong thời trang. Xem phong cách ăn mặc bởi bạn bè & nhóm
trang vừa thể hiện chất tôi cá nhân vừa thời trang là phương tiện thỏa mãn chất tôi xung quanh
muốn người khác chú ý đến style của mình cá nhân chứ ko thể hiện cho người khác để ý • Behavior: Ăn mặc casual đơn giản, ít thể
• Behavior: Style thay đổi theo ngày, phối đồ • Behavior: Ăn mặc tối giản, phối đồ đơn giản hiện chất riêng mua đồ giá rẻ thường xuyên
kỹ, thường có màu sắc và họa tiết nổi, nhưng có điểm nhấn • Need: đồ Smart Formal thoải mái để đi làm,
hướng ngoại • Need: đồ Smart Formal thoải mái để đi làm, kết hợp đi chơi, dạo phố
• Need: đồ Smart Formal thoải mái để đi làm, kết hợp đi chơi, dạo phố
kết hợp đi chơi, dạo phố
 Evaluate Source-of-Growth

High

Consumer group 1 Consumer group 4 4 6

ATTRACTIVENESS
5 1
• Size?
• Spending?
2
3
Consumer group 2 Consumer group 5

ACHIEVABILITY High
Low
• Can we do it?
• Can we compete?
Consumer group 3 Consumer group 6
PRIORITIZED I&O
 SWOT ANALYSIS
1. BRAND 2. PRODUCT 3. PRODUCT 4. PRODUCT 5. PACKAGING 6. PRICE 7. PLACE 8. CUSTOMER 9. 10.
POSITIONING PORTFOLIO CONCEPT PERFORMANCE The packaging Promotion & Location EXPERIENCE COMMUNICATION CONSUMER
The brand image, Product lines, Product name, Product attributes, shoppers see & increased price & coverage The experiential The brand PROMOTION
character, promise variants, formats, features, benefits, product quality consumers use brand process message to Promotion
SKUs claims, RTB consumers offerings

CONSUMER PROMOTION
Lack of consumer promo

S •
BRAND POSITIONING
Expertise image of PRICE PRODUCT PERFORMANCE
BRAND POSITIONING
• Not premium image PRICE PRODUCT PERFORMANCE W
“Formal & Very Formal” Match perceived Superior quality in “Áo sơ mi & • Old style image Difficult to increase price Low trendiness in most
• Good heritage quần tây”, equal to An Phước • Low innovative with current brand equity product range
values

PRODUCT PORTFOLIO CUSTOMER EXPERIENCE PRODUCT PORTFOLIO

PLACE CUSTOMER EXPERIENCE COMMUNICATION
Wide range of • Lack of in-store key hook • Failure in most innovations • Not on air for long time
Highly reachable OK in-store experience
varieties meet various • Mediocre display • Sneaker & kids range is not relevant
• Lack of creativity
needs of CG1 • Too formal for CG3 • Lack of Seasonal products

BRAND POSITIONING PLACE PRODUCT CONCEPT COMMUNICATION PRICE

BRAND POSITIONING
Expertise image can hook Open new store to reach Chance to make CG1 • Difficult to gain more CG2
• CG2 & CG3 may consider COGS rise up over year!
more users across CG spend more by suitable other brands shouting
loyalty of CG1 • Difficult to keep CG3
product concepts out loud
• Difficult to reach CG2 & PRODUCT PERFORMANCE
CONSUMER PROMOTION PRODUCT PORTFOLIO CG3 in lifestyle products Low trendiness can lose CG3
Trigger all CG for impulse Lack of innovations to
purchase recruit CG2 & CG3

O T
 CONSUMER PROMOTION
Lack of consumer promo

S •
BRAND POSITIONING
Expertise image of PRICE PRODUCT PERFORMANCE
BRAND POSITIONING
• Not premium image PRICE PRODUCT PERFORMANCE
W
“Formal & Very Formal” Match perceived Superior quality in “Áo sơ mi & • Old style image Difficult to increase price Low trendiness in most
• Good heritage quần tây”, equal to An Phước • Low innovative product range
values with current brand equity

PRODUCT PORTFOLIO PLACE CUSTOMER EXPERIENCE PRODUCT PORTFOLIO COMMUNICATION

CUSTOMER EXPERIENCE Not on air for long
Wide range of Highly • Lack of in-store key hook • Failure in most innovations •
OK in-store experience time
varieties meet various reachable • Mediocre display • Sneaker & kids range is not relevant

needs of CG1 • Too formal for CG3 • Lack of Seasonal products • Lack of creativity

PLACE PRODUCT CONCEPT COMMUNICATION PRICE

BRAND POSITIONING BRAND POSITIONING
Expertise image can hook Open new store to reach Chance to make CG1 • Difficult to gain more CG2 • CG2 & CG3 may consider COGS rise up over year!
loyalty of CG1 more users across CG spend more by suitable • Difficult to keep CG3 other brands shouting
product concepts out loud
• Difficult to reach CG2 & PRODUCT PERFORMANCE
CONSUMER PROMOTION PRODUCT PORTFOLIO CG3 in lifestyle products Low trendiness can lose CG3
Trigger all CG for impulse Lack of innovations to
purchase recruit CG2 & CG3

O T

LIST OF BRAND OPPORTUNITIES LIST OF BRAND ISSUES

 RANKING BRAND I&O

BRAND OPPORTUNITIES BRAND ISSUES

BRAND POSITIONING
• Not premium image
PLACE
• Old style image
Open new store to reach more CG1
• Low innovative
users across CG
BRAND POSITIONING
• Difficult to gain more CG2
CONSUMER PROMOTION • Difficult to keep CG3

Trigger all CG for impulse

purchase PRODUCT PORTFOLIO
Lack of innovations to reach
CG2 CG2 & CG3
BRAND POSITIONING COMMUNICATION
Expertise image can hook • CG2 & CG3 may consider
loyalty of CG1 other brands shouting out
loud
• Difficult to reach CG2 &
PRODUCT CONCEPT
Chance to make CG1 spend PRICE
more by suitable product Difficult to increase price with
concepts CG3
PRICE
COGS rise up over year!

CREATE A NEW BRAND

PRODUCT PERFORMANCE
Reaching CG6!
Low trendiness can lose CG3

CG6
 GROUPING BRAND I&O BEFORE GENERATING BRAND JOB-TO-BE-DONE

PLACE BRAND POSITIONING

1 Open new store to reach • Not premium image
• Old style image
more users across CG
• Low innovative

CONSUMER PROMOTION CG1 CG2 CG3 BRAND POSITIONING

2 Trigger all CG for impulse • Difficult to gain more CG2
purchase • Difficult to keep CG3

4 PRODUCT PORTFOLIO
BRAND POSITIONING Lack of innovations to reach
Expertise image can hook CG2 & CG3
loyalty of CG1 CG2 CG3
COMMUNICATION
• CG2 & CG3 may consider
PRICE other brands shouting out
Difficult to increase price loud
3 • Difficult to reach CG2 &
PRICE CG1
PRODUCT PERFORMANCE
COGS rise up over year! Low trendiness can lose CG3

PRODUCT CONCEPT
Chance to make CG1 spend
more by suitable product
concepts
CREATE A NEW BRAND
5 Reaching CG6!

CG6