Brands should not be "from one to the whole"

Marketing has nothing to do with good ideas, marketing is about consistency and credibility. Many managers weigh the impact of the idea on him personally when making a decision, such as "I like it" or "I don't like it". It is usually the "surprise" factor that leads to the imbalance of the balance: "I never thought of that."

Users' acceptance or rejection of a new idea depends not only on its substance, but also on whether the new idea matches their perception of the brand, which affects people's acceptance of the new idea. The credibility reflected through trust is the basis for building a brand.

Reese points out that the three most important rules of advertising used to be: repetition, repetition, and repetition to consolidate and strengthen brand awareness; today, the most important rule seems to have become: good idea, novelty, and fancy.

The management school recognizes the compound brand, and the marketing school recognizes the single brand.

Many executives put their company's name on all product brand names. For example, a few years ago, Taster'sChoice overtook Maxim to become the number one brand of instant coffee in the US market, and a good name played an important role. In fact, Nestle management wanted to name the product "NescafeGold", trying to take advantage of Nestl é's brand advantage of "the world's largest instant coffee by sales".

However, after a few years, the management school in Nestl é headquarters finally adhered to its own opinion and officially changed the "choice of experts" to "the choice of experts of Nestl é" since 2003. But customers will not call it that, too procrastinating and lengthy, customers still call it "the choice of experts". The compound brand strategy just adds a confusing factor.

In Reese's view, strong brands are those that represent themselves without any markings of the company or major brands. If Nestl é buys Red Bull, should Red Bull be changed to "Nestle Red Bull"? From the marketing point of view, this is stupid.

Every new category is an opportunity to build a new brand, but there are still many enterprises choose to use the already well-known corporate brand, and miss the golden opportunity to build a new brand. For example, if Sony wants Mavica to be a brand that represents digital cameras, it shouldn't be launched with the name Sony, it shouldn't be SonyMavica.

Compound brand strategy is like a seesaw. If one brand goes up, another brand will go down. On the other hand, Sony is strong as a brand, but as a company, the company is bad. Over the past 10 years, subject to the author's time of writing, Sony's net profit margin has been only 1%.

The management school expects continuous growth, and the marketing school expects the market to mature.

A mature brand (brand, not a company) will reach an optimal point sooner or later in the process of continuous development, and the subsequent sales growth will only come from population growth and inflation. If McDonald's has reached its best sales level, how should McDonald's marketing strategy be adjusted? Should McDonald's give up its obligation to grow? Certainly not. It can choose to launch new brands for a new round of the same cycle: start-accumulate growth-mature. Think about how far Procter & Gamble will develop today if it insists on making soap.

Does the ever-increasing variety of dishes on the McDonald's menu make sense? It makes sense for management, but it doesn't make much sense for marketing. If you want to build a dominant brand, you need to represent something mentally, and when there are more and more tricks on the menu, consumers don't know what McDonald's stands for.

The management school tends to stifle new categories, while the marketing school tends to create new categories.

The founder of a new category is usually an early-stage or smaller company, hoping to compete with a larger company by launching a new brand that dominates an emerging category.

When Jin Bawang alkaline batteries were introduced in the United States, the battery market was dominated by permanent carbon-zinc batteries. The power of alkaline battery is twice that of carbon-zinc battery. Yongbei's management hopes that "electrical batteries" can be kept in one category, including alkaline batteries, carbon-zinc batteries and other products. As a leader, always hope to dominate this category. But this is impossible, under the influence of Jin Bawang's marketing, consumers realize the difference between the two categories, and alkaline batteries are more durable, Jin Ba Wang was able to dominate this new category. When Yongbei's management finally realized that it was impossible to kill this new category, they immediately launched their own alkaline battery brand: Energizer, but it was too late. Neither money nor creativity can make up for the lost time.