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2017 | OriginalPaper | Chapter

3. Customer Propositions for Global Brands

Author : Jan-Benedict Steenkamp

Published in: Global Brand Strategy

Publisher: Palgrave Macmillan UK

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Abstract

In my research and analysis of diverse global brands, I have observed a surprisingly simple handful of customer propositions. In general, the most successful fall into one of five categories, which I refer to as value, mass, premium, prestige, and fun brands. Each of these targets a different global segment defined by the segment’s universal needs, ranging from the biggest value per dollar to the most fun per dollar. The chapter highlights the differences among the five types of global brands, their distinct positioning, and their unique challenges. Of course, within these five types, brand managers seek to differentiate their offerings from others in the multinational corporation’s portfolio and from competitors in the space. Sometimes managers draw from the characteristics of the other four categories, and so the five types blur at the edges. In fine-tuning and repositioning your global brand proposition, you can increase your strategic options by understanding each of these categories, the customers they serve, the needs they fulfill, the challenges they face, and the value they deliver to the corporation.

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Footnotes
1
Examples of the new campaign can be found at:</ExternalRef> and https://​www.​youtube.​com/​watch?​v=​-AmKP9VE2Ms and https://​www.​youtube.​com/​watch?​v=​F411acOyIzw; accessed September 23, 2016.
 
2
Neil, Dan (2015), “Kia Sorento: The SUV for the Dispassionate Investor,” Wall Street Journal, September 5, p. D12.
 
3
Millward Brown (2015), BrandZ Report of Top 100 Most Valuable Brands.
 
4
Steenkamp, Jan-Benedict E.M. (2014), “Huawei: Taking a Chinese Brand from B2B to B2C amidst Political Resistance,” The Case Centre Case #514-043-1.
 
5
Bland, Ben and Andres Schipani (2014), “A Peruvian Upstart Takes on Asia,” Financial Times, July 22, p. 10; Bland, Ben (2014), “Soft Drinks Battle Rages in Indonesia,” Financial Times, November 6, p. 18.
 
6
Sources include Milne, Richard (2015), “IKEA Store Planners Think Outside the Big Box,” Financial Times, December 5, p. 14; Chaudhuri, Saabira (2015), “IKEA’s Favorite Design Idea: Shrink the Box,” Wall Street Journal, June 18, p. B10; http://​cmuscm.​blogspot.​com/​2013/​02/​ikeas-low-price-strategy.​html; accessed February 10, 2016.
 
7
Slywotzky, Adrian J. (2007), The Upside, New York: Crown.
 
9
Steenkamp, Jan-Benedict E.M. and Inge Geyskens (2014), “Manufacturer and Retailer Strategies to Impact Store Brand Share: Global Integration, Local Adaptation, and Worldwide Learning,” Marketing Science, 33 (January-February), pp. 6–26.
 
10
Lamey, Lien, Barbara Deleersnyder, Jan-Benedict E.M. Steenkamp, and Marnik G. Dekimpe (2012), “The Effect of Business-Cycle Fluctuations on Private-Label Share: What Has Marketing Conduct Got to Do with It?” Journal of Marketing, 76 (January), pp. 1–19
 
11
Fair share loss means that the parent brand loses sales volume proportional to its share of the market. For example, if the parent brand has 40 % market share by volume, fair share loss means that 40 % of the downward-stretch version comes from the parent brand. Cannibalization exceeding fair share is the norm rather than the exception due to brand spillover.
 
12
For more information on Sand River, see Steenkamp, Jan-Benedict E.M. (2014), “Sand River: Branding a Chinese Natural Resource,” The Case Centre Case #514-065-1.
 
13
Dou, Eva and Yang Jie (2016), “An iPhone Built for China?” Wall Street Journal, March 23, p. B5.
 
14
“The 50 Worst Cars of All Time”, Time. September 7, 2007; http://​content.​time.​com/​time/​specials/​packages/​completelist/​0,29569,1658545,00.​html; accessed October 16, 2015.
 
15
Consumer Reports (2016), “Best & Worst New Cars,” April.
 
18
Sylvers, Eric and Jeff Bennett (2015), “Ferrari Tunes Up for IPO,” Wall Street Journal, October 19, p. B3; Driebusch, Corrie and Eric Sylvers (2015), “Ferrari Gets Fast IPO Start,” Wall Street Journal, October 21, p. B3; Financial Times (2015), “Ferrari: Bourse Power,” October 24, p. 16; Sylvers, Eric (2016), “Ferrari Outlook Tramples Shares,” Wall Street Journal, February 3, p. B4.
 
20
Felsted, Andrea and Hannah Kuchler (2015), “Instagram: Retail’s Holy Grail,” Financial Times, June 19, p. 7.
 
21
Based on Buck, Tobias (2014), “A Better Business Model,” Financial Times, July 27, p. 6; The Economist (2012), “Fashion Forward,” March 24, pp. 63–64.
 
23
Based on Kapferer, Jean-Noel (2012), The New Strategic Brand Management, Sterling, VA: Kogan Page, 5th edition.
 
Metadata
Title
Customer Propositions for Global Brands
Author
Jan-Benedict Steenkamp
Copyright Year
2017
DOI
https://doi.org/10.1057/978-1-349-94994-6_3