Cult Branding Essay Example

it is and what it does. It comprises physical attributes like formulation, performance, price, style, design, and ease of use. The nature of a product can be easily communicated and swiftly altered in the short term through various tools – for instance, by adding a new ingredient or modifying the packaging shape, resulting in a new or distinct product. A proficient product marketing strategist possesses the ability to distill extensive consumer data, market insights, competition analysis, and distribution information into a handful of essential premises that will serve as the foundation of a targeted marketing plan.

The text emphasizes the importance of distilling premises to create an effective communication strategy based on a single-minded selling proposition. This skill requires a deep understanding of the buyers and consumers of the product. In contrast, a brand is described as a promise or covenant with the customer, rather than a physical embodiment. While some may believe that the logo represents the brand, it is argued that a logo is meaningless unless it effectively communicates the brand's covenant with the consumer.

While communication of a product's physical attributes is straightforward and quick, communicating brand values is inherently complex and slow. Similar to an individual's character, a brand's character is challenging to proactively convey. It is not something that can be declared but must be discerned by observers through an indirect and time-consuming process that relies on consistency. In contrast to product communication, which benefits from a singular and forceful proposition, brand character, like a person's character, becomes more defined as it becomes more intricate.
Lastly, while a product manager must understand their consumer thoroughly to be successful, a brand manager's success

largely relies on a deep understanding of their company's idiosyncrasies and the values upheld by long-term corporate players.

The text discusses a method developed by the consultancy firm JRC&A called the "Delphi Process." JRC&A is based in La Grange, Illinois, USA and specializes in new product development and branding strategy. The Delphi Process focuses on the introverted aspect of branding and takes inspiration from the inscription in the Apollo temple in Delphi which reads "Know thyself." (Chevron, 1998)

(Chevron, 1998) To have character means that another person can predict your actions in a situation they have not seen you in before. If someone confidently says, "He'd do this, but he'd never do that!" then you have character in their eyes. (Chevron, 1998) A brand's values are slowly discovered by the outsider. The consumer observes and forms an image of the brand's character based on the subtle signs revealed in its communication. Sometimes, the brand has special opportunities, moments that define its character and allow it to reveal more about its values. This was the case when Johnson & Johnson withdrew their product from shelves immediately after the Tylenol tampering scare.

By taking advantage of a rare "character-defining moment," Johnson & Johnson conveyed a message to the world about its values. Specifically, it emphasized the importance of prioritizing its customers over protecting profits. This was achieved by either applying the pre-established values of its Tylenol brand or through the actions of a high-ranking executive who injected their own values into the brand. Consequently, both the corporation and the Tylenol brand itself emerged from the situation stronger than before. However, the process of transmitting a corporation's values through its brand

communication to consumers can be impeded or delayed by various factors such as management changes, company mergers or acquisitions, shifts in advertising agencies, and short-term tactical pressures.

Some of those factors can be terminal; any behavior or message that is out of character, coming during that period when the consumer is trying to determine the character of a brand, brings the character definition process back to step one. (Chevron, 1998)Document Intended Brand Character It is therefore important for the corporation to create a document which reflects what the intended brand character is, and then to create systems and organization to ensure the document is respected and complied with. Who can write this document? In theory, the character of a brand can be invented by anyone with a creative mind and some understanding of what character is. After all, product, brand name, packaging, and advertising campaign all are invented. Why not invent the character traits that will make the brand? (Chevron, 1998) Staying PowerIn order to have “staying power”, the brand’s values must be rooted in the long-term values held by the company which form the “corporate character”. To define the “corporate character”, the documents called “corporate vision” and “corporate mission” are mandatory starting points.

To develop a comprehensive brand character statement, it is important to consider additional valuable information about the corporation's history, such as its creation, founders, and reputation. Even insights from competitors can contribute to an accurate and well-rounded perception. To achieve this, the author, a branding strategy consultant, has looked to psychology and psychiatry for guidance. Specifically, they have explored the works of Professor C.

Robert Cloninger’s group developed a theory that divides personality

into seven variables: four innate “temperament” dimensions and three acquired “character” dimensions (Cloninger, 1987; Cloninger et al., 1993). If human personality can be distilled into seven measures, a similar concept can be used to analyze and create a comprehensive character statement for a brand. The author has created the HBCQ (Hepta-dimensional Brand Character Questionnaire) inspired by Professor Cloninger's earlier tool, the TPQ (Tri-dimensional Personality Questionnaire) (Cloninger, 1987). The HBCQ consists of around 100 self-administered questions or statements that respondents answer as if the brand were a person. Additionally, it is supplemented by a one-hour face-to-face interview.

(Chevron, 1998) People typically interviewed for the study include:
- The corporation’s top managers such as board members, the chairman of the board, and the president, who influence the behavior of the brand.
- The senior vice-president or vice-president of marketing.
- International managers responsible for choosing and adapting advertising and packaging for their specific region, or establishing marketing alliances with other companies.
- New product strategists and top research and development personnel, as product formulation and new product introductions play a crucial role in the brand’s communication.
- Senior advertising agency personnel, unless considering a change.
- Any other person who has a long-term influence on the brand’s communication.
Between five and twenty-five interviews are conducted, and the results are analyzed by a team consisting of a clinical psychologist, a conceptual copywriter, and the author. A brand character statement is then drafted and refined with the participation of the brand’s management. The questionnaire includes typical statements like "Brand X prefers the old 'tried and true' ways of doing things to trying 'new and improved' ways" which respondents answer with

"Yes/ No/ Doesn’t apply" (Chevron, 1998).

To rate the brand's strengths and weaknesses, the answers are used to assess the following dimensions:
- High novelty versus low novelty.

• Integrity/conscience versus lack of integrity.

The Brand Character Statement (or BCS) is a hypothetical example from Ben & Jerry's Homemade Inc. The company created this document by taking the HBCQ themselves and attempting to act as Ben & Jerry's management while providing answers to the questions.

The PR person at Ben & Jerry's verified the accuracy of this BCS and found it to be accurate, with only one requested word change. However, they do not consider their assessment of the Ben ; Jerry's brand character as complete since they did not have the opportunity to administer the HBCQ. It is important to note that this BCS includes constraints and commitments that may not always be easy to live with, as a character statement without many commitments is not valuable. Ben & Jerry's Homemade ice cream is made with fresh and natural ingredients, incorporating something unexpected and original. The company embraces Vermont's tradition where it is located, as well as the rebellious spirit of hippies represented by Ben and Jerry in the 1960s.

Ben & Jerry’s ice cream brand is characterized by its commitment to high-quality ingredients and traditional ice cream making methods. The brand upholds its Vermont origins in every aspect, from ingredient sourcing to packaging and distribution. The friendly farmers in Vermont, who value nature and good food, contribute to the brand's identity. Ben ;

Jerry’s ice cream stands out with its unique and unexpected flavor combinations, giving it a homemade feel. Despite being rooted in tradition, the brand is not afraid to embrace creativity and progressive values. Ben ; Jerry’s ice cream was started by two friends with a vision and limited resources, embodying the spirit of entrepreneurship and challenging big corporations.

It is generous like a small artisan who does not have a large accounting system to manage costs. The Chocolate Fudge Brownie Ice Cream contains plenty of real brownie chunks, and the Chocolate Chip Cookie Dough ice cream has a large amount of dough. Ben ; Jerry’s ice cream is dedicated to protecting the environment where we all live. The brand actively supports various "green" political causes. Although this commitment may have originated from the founders' hippie past, it remains a strong and current corporate commitment. Ben & Jerry’s ice cream advocates corniness as if it were a matter of belief. It believes that seriousness only serves to protect foolishness.

Ben & Jerry’s ice cream product names often playfully nod at its consumer - Cherry Garcia nods at its hippie past. They're not meant to be taken seriously but instead serve as a means to connect with like-minded individuals. Ben ; Jerry’s ice cream doesn't strive for novelty just for the sake of novelty; it welcomes new ideas without any underlying preconceptions or biases. Though it is imaginative, it doesn't prioritize creativity as an intrinsic virtue.

Nor does it hold “incongruity” as a vice either. (Chevron, 1998) Applying the Brand Character Statement

When a Brand Character Statement (BCS) is developed and agreed upon, it must be consistently used without any exceptions.

It is not necessary to include all the points mentioned in the BCS in every communication of the brand. However, it is crucial to ensure that no point of the BCS is ever violated by any communication. The example of Ben ; Jerry's ice cream states that their brand starts with high-quality ingredients such as fresh cream and fresh fruits. Therefore, whenever Ben & Jerry's uses cream or fruit, it must ensure that fresh cream and fresh fruit are used.

However, B;J can also market sorbets, which do not contain cream, as well as vanilla or coffee ice creams, which do not contain fruits. However, they are not allowed to market a simple vanilla or coffee ice cream because it would go against a mandate from the BCS that requires them to blend tradition with unexpected elements. In practice, all of their vanilla ice cream is mixed with fruit, and their "Coffee, Coffee! BuzzBuzzBuzz" flavor is filled with unexpected ingredients and textures. (Chevron, 1998)

The responsibility for applying the BCS and protecting its integrity falls on the "brand parent," an individual who should be appointed. Despite a detailed brand character statement, interpretations can vary, especially when made by managers facing immediate threats or by advertising agency sophists from distant places. The brand parent must act as the gatekeeper for all brand communication, including PR, packaging, promotion, and more.

The worldwide exercise of the parent's authority is crucial (Chevron, 1998). The brand parent should possess specific attributes, such as excellent teaching skills and seniority within the organization to command respect. They are not a marketing manager and do not interfere with local marketing plans unless they go

against the BCS. The brand parent directly reports to the corporation's top management (president or CEO) and receives frequent public demonstrations of support from superiors. Their authority may be seen as encroaching by international managers and advertising agencies may view the BCS as hindering their creative freedom. The brand parent has a research budget to measure progress in linking the BCS values with the brand in each country, potentially impacting compensation for local marketing staff. The Delphi Process's top-down approach emphasizes the need for buy-in within the organization when implementing a successful branding strategy.

The author and his team suggest that the brand parent should start by conducting local research with the HBCQ in order to identify any "character gaps" or traits that require reinforcement in local communication. The brand parent should then challenge the local marketing staff to create an action plan to address these gaps, with a potential reward tied to achieving these objectives. These actions, in addition to promoting the values of the BCS, will help foster a sense of ownership among the local marketing staff. It is crucial to establish the organization responsible for executing the branding strategy right from the start. The concept behind creating a brand character statement is powerful, and most managers are open to utilizing it.

Yet, experience shows, once the pressures of running the day-to-day business resume, those good intentions can vanish quickly. (Chevron, 1998)

Measuring progressProgress made in establishing brand character must be measured. If no measurements are made, the BCS exercise is likely to remain just that – an exercise. The basic principle for this monitoring consists in comparing the brand profile as it is expected to

be, based on interviews conducted among the brand owners, with a brand profile based on consumer interviews. An initial measurement will permit determination of the initial “brand character gap” while subsequent research will (hopefully) show how this gap has been reduced.

Using a shortened version of the HBCQ, brand profile measurements among consumers can be quickly and affordably achieved. This research tool is self-administered and provides reliable test-retest data on the seven scales it measures due to its internal redundancy of questions. Additionally, it allows for measurement of the remaining "character gap" on these scales, providing valuable direction for communication strategies. Although some were concerned about users struggling to anthropomorphize the brand, qualitative researchers commonly employ anthropomorphic analogies for research in most European countries (except Germany), while these techniques are rarely used and heavily criticized in the USA.

Our experience using HBCQ research in the USA, as well as abroad, has been very positive and has shown no problem of understanding, even in pilot tests of consumer perceptions of an ice cream brand conducted among rural Midwest respondents. The monitoring effort should be biennial and sponsored and closely supervised by the brand parent. We strongly recommend that the results be used to allocate special rewards within the company and its advertising agency. (Chevron, 1998) Yearly Review Suggested Note that while progress in establishing brand character should be measured once every other year, the brand parent would be well advised to conduct a yearly review of the process used to implement the BCS. (Chevron, 1998) The Brand Building Process Contd....Brand Architecture Process Brand Architecture is an organizing structure if the brand portfolio that specifies brand roles and the

nature of relationships between brands. The brand architecture schemes have been referred to brand equity charter, leverages and brand profitability and the new rules of brand management leading to the efficacy of the attributes, derived advantages and brand system emerging in relation to the buying power of the customers.

The initial step in creating a brand equity management system may involve finalizing brand equity by creating a document known as the brand charter. The brand charter provides guidelines for marketing managers and includes the firm's perspective on the importance of brand equity, descriptions of key brands and their associated products or names, and details on how they are branded and marketed.
The second step in establishing a successful brand equity management system is to integrate the findings of periodic brand track surveys. When developing the brand strategy, it is crucial to recognize that the definition of brand equity may differ for firm-owned brands compared to brands with their own names.
For firm-owned brands, it is essential to consider case studies, such as Case Study 1 Marlboro: "Marlboro. You get a lot to like, filter, flavor, flip-top box." "Where there's a man...

There is a filtered Marlboro cigarette that provides a surprisingly mild smoking experience. It is known for having more flavor and a better filter.

More cigarette. "If you think flavor disappeared with filters, give Marlboro a try." "Relax and enjoy a Marlboro." "Marlboro. Take a moment to savor a full flavored smoke." "Sit back and enjoy all that Marlboro Country has to offer." "Discover the flavor in Marlboro Country."

"Come to Marlboro Country" and "Come to where the flavor is," have been popular advertising tag lines for Philip

Morris' Marlboro cigarettes for many years. The combination of a Western landscape, a rugged cowboy, and the color red has become synonymous with the American call to Marlboro Country, even without the brand name, sales pitch, or slogan. The Marlboro team has successfully responded to market challenges, creating a brilliantly designed campaign that features the strong image of the mythical American hero, the cowboy. This campaign has created an instantly recognizable icon representing an idealized and appealing American lifestyle. It is worth noting that Marlboro cigarettes are among the few products, aside from weapons, that can cause harm and even death when used as intended.

In the 1920s, Marlboro was initially promoted as a high-quality cigarette for women, positioning itself as a less intense option compared to the cigarettes preferred by sophisticated men. However, this marketing strategy did not gain traction. As concerns about the link between smoking and cancer grew in the 1950s, many smokers switched to filtered cigarette brands. Since Philip Morris did not have a filtered cigarette at that time, they abandoned their previous advertising approach and instead relaunched Marlboro as their filtered alternative.
Even after deciding to incorporate filters into the product, Marlboro executives still had to confront the brand's feminine image. Additionally, filtered cigarettes were viewed as milder versions of regular ones, commonly associated with being for less robust individuals.

Marlboro sought assistance from Leo Burnett's advertising company for assistance. During a brainstorming session in 1972, Burnett reminisced about how they found their icon. "I asked, 'What is the most masculine symbol you can think of?' And one of the writers immediately suggested a cowboy. I responded, 'That's definitely it.'"

'" (08Fe) Burnett recalled

seeing a picture on the cover of Life magazine (Aug. 22, 1949) featuring C. H. Long, a range boss for the JA Ranch located near Amarillo, Texas. An advertisement was created by adding some cowboy-sounding words to a model posing as Long, and it was published in a Dallas newspaper.'

According to Advertising Age, it was the birth of the most successful advertising campaign in history, known as the "icon of the century." The initial Marlboro men were not just cowboys; they included various rugged individuals who smoked while performing masculine tasks like car repair or fishing and hunting. This sudden change in advertising strategy had a significant impact on sales, which soared by 1957. Unfortunately, during the same year, Philip Morris faced negative publicity when a study published in Reader's Digest associated smoking with cancer.

(08Fe) In response, Marlboro took a different approach that aimed to maintain its masculine appeal while soothing anxious smokers. Instead of featuring the rugged Marlboro Man, the company focused on the alluring singer Julie London, who would enjoy a smoke with her fortunate male companion while singing the new "Settle Back with a Marlboro" theme. These commercials, along with print ads showcasing affluent men relaxing with a cigarette, remained popular for some time. However, as American politics grew more complex in the 1960s, Jack Landry, the Marlboro brand manager at Philip Morris, saw an opportunity that perfectly aligned with the cowboy image. (08Fe) Landry explained that in a world that was becoming increasingly complicated and frustrating for the average man, the cowboy represented a contrast – someone who lived in a simple and relatively stress-free environment.

In the 1960s, Marlboro's television advertisements

depicted the concept of freedom in vast open spaces. By incorporating the theme from The Magnificent Seven movie, these ads showcased cowboys leading their herds through dusty canyons in "Marlboro Country" or galloping to capture a stray colt. Using real cowboys instead of actors added credibility to the campaign, contributing to its success. Despite the ban on televised tobacco advertisements starting in 1971, the iconic Marlboro Man remained unscathed, as the image had firmly established itself.

Instead of riding off into the sunset, the image appeared in print ads and on billboards nationwide. (08Fe) Presently, the National Survey on Drug Use and Health reports that 25 million Americans who smoke, roughly 40 percent of users over 11 years old, choose Marlboro cigarettes. They collectively consume 154 billion Marlboros annually. (08Fe1) The significance of Marlboro extends beyond the United States, as it is also a renowned brand in various other countries.

Contrary to common belief, a cult brand does not necessarily have to align with the culture of its consumers. For example, the brand icon 'Marlboro Man' should ideally only be recognized in the United States, as he originated from the cowboy culture which symbolizes masculinity in America. This uniqueness is due to its ambiguity, as discussed through various examples in different countries and their perceptions. The Marlboro Man, initially associated with notable personalities, eventually became an anonymous symbol representing a rugged lifestyle associated with the American wilderness. The advertising campaigns for Marlboro take place in the untamed frontier of America's hinterland.

The Marlboro man embodies the frontier spirit and represents the idealized American identity. He rejects the trappings of modern civilization and embraces the spirit of the frontier,

symbolizing a true American. In contrast to bureaucrats and organization men who disregard American heritage, the Marlboro man stands superior. Through him, Americans can experience the myth and greatness of America vicariously. By using the Marlboro brand, individuals connect themselves to this tradition, asserting their true American identity and prevailing over conformists in moments like smoking breaks. (A.

H. Walle, 1997) When examining the reaction of American audiences, the Marlboro man can be understood as a brand image that connects with and mirrors a fundamental archetype through which Americans perceive and evaluate themselves. It is specifically tailored to the American self-image and is closely associated with the perceived positive effects of the frontier on both the national character and individual value. The Westerner ventures East A.

In his research paper titled "Global behaviour, unique responses: consumption within cultural frameworks," H. Walle, a professor at University of Buffalo, USA, recalls an experience he had during a visit to Germany. This incident took place in the 1980s, a time when the cold war was intense and the Iron Curtain was still standing strong. During my journey from Berlin, I had to cross through a portion of East Germany. While traveling, my companion expressed a desire to stop at one of the duty free shops in East Germany to buy luxury goods at discounted prices.

(A. H. Walle, 1997) Walking into the store, I was immediately struck by a life-sized picture of the Marlboro man strategically placed to make a visual impact on all customers entering. I found it ironic that in my first interaction in an Iron Curtain country, I was greeted by an iconic symbol of American capitalism rather

than German communists.

H. Walle (1997) recounts an encounter with a young female clerk at a store who cautioned against drawing attention to a poster. Confidentially, she revealed her plan to steal the poster and hang it in her bathroom to see it every morning. Fascinated by the lack of fences in the picture, she found the Marlboro man alluring. However, she did not see it as representative of the American frontier heritage but rather as an alternative to the oppressive East German environment she lived in, juxtaposing it with the shadow of the Berlin Wall.

Both of us viewed the same advertisement, but I perceived it through an American lens while she interpreted it based on her own life experiences. The product being promoted and the way it was advertised were uniform, but the meaning and reaction varied. (A.H. Walle, 1997) This article discusses the trend of tobacco companies targeting Third World countries for marketing. It is widely acknowledged that advertising symbols commonly used in Western countries are also utilized in the promotion and advertising of tobacco products in Third World nations. The Marlboro Man serves as an illustration of this tendency.

(A. H. Walle, 1997) Despite this fact, it does not necessarily mean that individuals residing in Third World nations react to these visuals in the same manner as Western consumers. Let's take into account the insight of David Sokal, who was employed by the Medical Care Development Inc.

In West Africa in the 1980s, while working there, I came across numerous cigarette advertisements. During a conversation with a young man, he expressed admiration for the Marlboro man. The image of a tanned cowboy riding a beautiful

horse and herding healthy cattle represented wealth and prosperity to rural African children. In many villages, only the village chief owned a horse, while most herdsmen walked on foot and had thin cattle. Sokal (1985, pp.467-8) emphasizes the significance of the Marlboro man as a symbol in the African cultural context he described.