When talking about "brand management," most marketers can immediately think of the concept of "familyization." That is to make all the brands in the company look like a family. Moreover, they believe that if a company wants to do a good job of "brand management," it should form a family of its brands, so that they have "specifically different" but "substantially the same" brand characteristics.
Under the guidance of such ideas, we have witnessed the birth of countless companies “family brandsâ€. Such as: Wrigley's "Green Arrow", "Yellow Arrow", "White Arrow" and "Wrigley Coffee", Johnson & Johnson's "Tainuo", "Tynoline", "Tyanoan", "Tenuojian" Wuliangye Group's “Wuliangyeâ€, “Wuliangchunâ€, “Wuliangolâ€, “Wuliangshenâ€, “Yuboâ€, “Youcongâ€, “Yuqiangâ€, “Excellent Loveâ€, etc. Wait.
At this glance, these family-owned brands can really let you experience the traces of "management" and realize that "this company does have someone to manage." However, the author believes that this "family" management is precisely a big misunderstanding of brand management. We should not only avoid it, but also learn from it. It mainly analyzes from the following three aspects:
1. The family brand will dilute the main brand positioning.
What is the brand's fear in the market competition? It lacks distinct positioning and characteristics. Therefore, brand positioning has become the core of marketing, positioning theory and various positioning methods have also “ruled†the entire marketing community for half a century.
However, for a brand with a clear positioning, the family brand is undoubtedly a burden, dilute its positioning unconsciously. The family brand of Wuliangye is a typical case.
Although Wuliangye and Maotai are our “national winesâ€, with the development of many years, Wuliangye has taken a different path from Maotai to the typical “family†brand management. They have developed a number of brands similar to “Wuliangyeâ€, such as “Wuliangchunâ€, “Wuliangolâ€, “Wuliangshenâ€, etc., and they have extended from high-end to low-end in the grade, forming a “familyâ€. .
However, this “family†brand design did not bring too much benefit to “Wuliangyeâ€. The “family brand†of different grades, the same taste, and similar names greatly obscured the brand positioning of “Wuliangyeâ€. On the same day, most consumers are beginning to wonder whether “Wuliangye†and “Wuliangchun†are in the end. What is the difference, in the end, and the "Wuliang God" is different, and then the "Wuliangye" from the "China's better liquor" awareness of the water.
For brands, consumer perceptions are directly reflected in profits. From the annual financial report, the annual net profit margin of Maotai Group is usually above 25%, while Wuliangye is only about 12%. This is the result of the management idea of ​​“brand familyâ€.
However, Wuliangye Group may be aware of this problem. In recent years, they have begun to clean up those gnome brands, gradually shifting to the “independent brand†model, and initially launching a series of independent brands. A few brands such as “Jinliufu†have also formed themselves. Positioning and personality. However, the author seems that this project has a long way to go for Wuliangye.
2. Family brands are difficult to highlight the differences between different brands.
Marketers who advocate “family branding†are always willing to think that consumers will understand their brand as they plan.
However, this is not the case. Those family brands are hard to differentiate in the minds of consumers, and they all look similar. Wrigley’s “Green Arrowâ€, “Yellow Arrow†and “White Arrow†are typical cases.
They themselves think that "Green Arrow" and "Yellow Arrow" are different, but consumers feel that "it's just the color of the package is different." Therefore, in reality, brands such as “Yellow Arrowâ€, “White Arrow†and “Wrigley Coffee†are difficult to represent a different category.
However, like Wuliangye, Wrigley has also awakened. Moreover, their actions are more thorough than Wuliangye. In their subsequent brand development, they completely used brand new independent brands and made the separation between different brands very well. For example: “Yida†stands for “sugar-free, anti-caries†chewing gum, “Langyi†stands for “smooth, relaxed†chewing gum, “Jinlang†stands for “cool, refreshing†chewing gum, and SUGUS stands for “Swiss Sugar†, knowing the stick represents "children's sugar" and so on.
Everyone from their independent brands can clearly see how easy it is to use a non-family brand for strategic planning. We can assume that if Wrigley does not follow the path of independent brands, instead of using names like "Pink Arrow" and "Zig Arrow" to represent Swiss sugar, children's sugar, etc. What do you think? Do you still feel like a chewing gum? So don't try to create a sharp difference between family brands, and don't try to use a family brand to represent different categories.
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