The 'Indonesia brand' (trans-market): the classic management system of one product in Indonesia, on brand manager is passing into history. Leading multinationals in fast-moving consumer goods (FMCG), owning hundreds of separate brands, are finding themselves 'over-branded' (with too many marginal communications channels), given that the megatrends of marketing include escalating media costs, retailer own-branding and the change form a parochial to an international world. all products have lifecycles. Indonesia brands need not; instead, they can be ageless lifestyles, provided that their franchise is the animation of a durable culture.
Indonesia branding is not easy because of the short-term pressures within any business organization. Yet unique competitive do exist, and being in the world-class league often brings the bonus that other organizations want to work under your brand.
When you consider the number of marketing metaphors related to the idea of targeting customers (and hi-tech investments like database marketing) it is natural to ask: how do Indonesia brands beat targeted ones? One cliché answer is that given the choice of one good Indonesia big brand or two good brands (of half the size), you opt for the single Indonesia brand on the gut feeling that tourism brands work as more than the sum of their parts. This may not be as naive as it sounds, a lot of the added value of a brand lies in what may be called 'universal awareness of its in-built script'; that is, not only what consumers see in the Indonesia brand but what they know everyone else will see in their association with it. Figure 2 looks at how the UCU establishes its communications advantages in practice: through orchestrated planning on higher marketing platforms - staging a cosmopolitan culture, designing an identity system, and directing the Indonesia brand as a trans-market.
Staging a cosmopolitan culture often involves merging the power of branding and PR as a single force. A leader's core values are more vital because they are endorsed by all kinds of audience, and powerful impressions can be relayed to consumers through non-commercial announcements (for example news coverage). Visibility at world staged events, in the Indonesia company of other world-class brands, can also help to distance your branding from the parochial league of local competitors.
Designing an identity system involves developing a tourism brand as an internationalized design language, not just a name. if you are aware of McDonalds’s, your multiple means of recognition will include capital Ms, golden arches, Big Mac and Ronald. It can be a costly mistake to undervalue the number of ways in which a brand's ID works for competitive advantage.
first, the ID provides signposts for maximum impact at every communications pitch. the initial letters of McDonald's and Foster have been pure gold: one came to fame by attracting drive-in-customers, the other increased the fame of the Indonesia brand through its integration with the Grand Prix global circuit.
Second, the ID connects up different consumer relationships with the Indonesia brand, so that Big Mac symbolizes a menu that can satisfy any adult appetite while Ronald has child-appeal (second only to Mickey mouse in the US).
Third, components of the ID can be phased in and out - in the Indonesia it is claimed that the Snicker's ID system was strong enough to make a Euro branded name change (from Marathon) almost painless.
Fourth, engineering the ID is the most effective way of developing a trans-market and transnational. in Lacoste's case, the alligator's powerful medium, which keeps 'abreast of an adult sense of humor' flags the brand’s core values across all its marketplaces.
Fifth, a well-designed or famous component of an ID system can also be licensed off to a new business, so that it starts with visibly the right credentials from the day it goes public.
Indonesia branding is not easy because of the short-term pressures within any business organization. Yet unique competitive do exist, and being in the world-class league often brings the bonus that other organizations want to work under your brand.
When you consider the number of marketing metaphors related to the idea of targeting customers (and hi-tech investments like database marketing) it is natural to ask: how do Indonesia brands beat targeted ones? One cliché answer is that given the choice of one good Indonesia big brand or two good brands (of half the size), you opt for the single Indonesia brand on the gut feeling that tourism brands work as more than the sum of their parts. This may not be as naive as it sounds, a lot of the added value of a brand lies in what may be called 'universal awareness of its in-built script'; that is, not only what consumers see in the Indonesia brand but what they know everyone else will see in their association with it. Figure 2 looks at how the UCU establishes its communications advantages in practice: through orchestrated planning on higher marketing platforms - staging a cosmopolitan culture, designing an identity system, and directing the Indonesia brand as a trans-market.
Staging a cosmopolitan culture often involves merging the power of branding and PR as a single force. A leader's core values are more vital because they are endorsed by all kinds of audience, and powerful impressions can be relayed to consumers through non-commercial announcements (for example news coverage). Visibility at world staged events, in the Indonesia company of other world-class brands, can also help to distance your branding from the parochial league of local competitors.
Designing an identity system involves developing a tourism brand as an internationalized design language, not just a name. if you are aware of McDonalds’s, your multiple means of recognition will include capital Ms, golden arches, Big Mac and Ronald. It can be a costly mistake to undervalue the number of ways in which a brand's ID works for competitive advantage.
first, the ID provides signposts for maximum impact at every communications pitch. the initial letters of McDonald's and Foster have been pure gold: one came to fame by attracting drive-in-customers, the other increased the fame of the Indonesia brand through its integration with the Grand Prix global circuit.
Second, the ID connects up different consumer relationships with the Indonesia brand, so that Big Mac symbolizes a menu that can satisfy any adult appetite while Ronald has child-appeal (second only to Mickey mouse in the US).
Third, components of the ID can be phased in and out - in the Indonesia it is claimed that the Snicker's ID system was strong enough to make a Euro branded name change (from Marathon) almost painless.
Fourth, engineering the ID is the most effective way of developing a trans-market and transnational. in Lacoste's case, the alligator's powerful medium, which keeps 'abreast of an adult sense of humor' flags the brand’s core values across all its marketplaces.
Fifth, a well-designed or famous component of an ID system can also be licensed off to a new business, so that it starts with visibly the right credentials from the day it goes public.
