Essays on Brand Identity and Brand Positioning - Burts Bees' Marketing Efforts in the UK and Other Parts of the Globe Case Study

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The paper “ Brand Identity and Brand Positioning  - Burt’ s Bees' Marketing Efforts in the UK and Other Parts of the Globe" is an inspiring version of a case study on marketing. It is only after seeing the company’ s brand identification that consumers will get the temptation to buy its products. Therefore, the common aim of developing a good brand for all firms is creating new and loyal customers. In the past, in order to offer customer loyalty, business organizations employed classical techniques such as pricing or placing techniques based on products or services.

However, this has shifted to brand identity, brand positioning and integrated marketing communication (IMC) in the modern world. This report seeks to examine the relevance of brand identity in the context IMC, discuss issues contributing to successful brand positioning in the UK market and develop a well designed IMC strategy that will help Burt’ s Bees in attaining communication objectives for market penetration in the UK. Brand IdentityIntegrated marketing communication (IMC) has been broadly accepted, thus becoming an essential part of a brand strategy that requires broad brand improvement activities within the company before the start of any external brand communications efforts.

Brand development and management should be used for instigating and sustaining continued dialogue with clients as well as promoting relationships amongst them. Therefore, strategically oriented integrated brand communication will help Burt Bees to progress in this competitive world of business. Even though various factors influence customer-based brand identity, including price, product, and distribution, in this paper, I will focus on the influence of IMC on brand equity. Brand Identity Strategy and IMC Creating and sustaining a brand identity is viewed as the first step towards developing strong brands.

Three years ago Pickton and Broderick (2004) claimed that the study on the management, development, and significance of brand identity is necessary to keep the importance of academic brand development research to the marketing practice. While brand identity assists in establishing a relationship between the customer and the brand through generating value proposition that involves emotional, functional, or self-expressive benefits, it becomes very difficult for the brand identity to perfectly match with a brand image following the intricate nature of the existing communications system.

Fiske (1994), observes that brand image is one of the input and should be an integral part of the strategic brand analysis where brand strategists carefully evaluate their existing brand image as well as those of competitors to assist them in establishing their own brand identity. After creating a brand identity the business organization should consider how suitable the intended positioning is against the brand's identity i. e. after developing a unified brand, the organization should come up with the ways in which the identity will be communicated to all agents and employees who are responsible for marketing communication with prospects, customers, and publics.

Fiske (1994) notes that there is an increased potential for conflicting messages since diverse communication options have different points of contact with various message receivers. In addition, he asserts that brand identity should control integrated marketing communication in creating as well as maintaining effective and synergistic messages. An effective brand identity strategy is the one that guides, informs, and assists in nurturing, developing, and implementing the company’ s overall IMC strategy through different brand identity contacts. Brand identity contacts can be managed effectively through brand identity factors, incorporating top management support, internal market orientation, and identity-oriented culture.

On the other hand, brand equity contacts can be properly managed through brand equity contact factors, for example, IMC effectiveness and IMC synergy.  

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