Distancia Amingo Essay Example for Free

Distancia Amingo Essay It was mid-afternoon. I could see faces along the road. I knew they were Iskolar ng Bayan; I assumed. They are for sure coming from different Bicol provinces. I was in a hurry to cross the lane. I was nearly bumped by a jeepney. Ano, magpapakamatay ka na? The driver shouted. Aw nano na costumbre, I murmured. I did not know whether he got the right person or I got a wrong way, either. After I crossed the pedestrian lane, I stopped and thought it over. Suddenly, a tricyle passed by. Distancia Amingo, as I have read the inscription on the board of its back. Keep distance, I told myself. I, most of the times, was waiting for and taking a ride in a jeepney every time I am going to office, church, mall, and even bar hopping. Jeepney becomes a public transportation of Legazpenos and other neighboring places. We are comfortable to call it as dyip or jeep. Indeed, my previous experience constructs a new concept that helps me out to observe, describe, and take note its technical and cultural background. What can you say? Jeepneys are originally made from US military jeeps, which military left them behind after ended the World War II instead of paying to ship the vehicles to America. A jeepney is a 12- to 16-passenger vehicle fashioned from second-hand military Jeeps used in the Philippines as public transportation. The term comes from a combination of the words Jeep and jitney, meaning small bus following a flexible schedule that carries passengers on a regular route. Over the years, the jeepney has grown to become one of the most prevalent means of transportation in the Philippines,† said Jacob Hendriks, eHow contributing writer. Today, it becomes the most common means of public transportation among provinces in the Philippines. Indeed, its name tags the Filipinos culture. If you could notice before you step up there are some slogans down the stair. Take note; you will perhaps frown or laugh at after reading it. Basta driver, sweet lover, this is an authentic example. It is not doubtful if passengers got smile when they have pleased to seat on the tukawan, I connote. On the other hand, this slogan simply speaks of machismo. In contrast, drivers could be described as polygamous by nature aside from being gentlemen to passengers. Perhaps, the status of their employment would attest that in some cases they coincidentally found women at night while they went to driving. I don’t think if some of them got concubines, which could be the cause of love quarrel between him and his wife. I think this is the reason why some of them had encountered accident that is suicidal. Forgive me if I got the wrong concept. At the back of the driver seat, you can read, Barya lang po sa umaga. We cannot deny that many times we forgot to pay our fare using coins early in the morning. Dai akon sensilyo; that’s it when driver asked. We cannot deny that we never allow ourselves to follow this simple rule; yet, when we demand good services from the authority basically our blood pressure seems to explode. High blood? so to speak. On the other hand, there are drivers who cheat. When you handed him more than the expected fare sometimes they forgot or meant not to return your change. I did not say that they are all cheaters because there also some of them who are honest. The moment you forgot, they screeched their wheels back. I also did not say that they are not angry when passengers count their change. Maski arog ako kaini, dai ko kaya manluko nin tawo, one time a driver murmured towards me. Feeling close, my flirt mind commented. Fasten your seat belt; you can read this line when you sit beside the driver’s seat. Sometimes, it is written as, fasten your sit belt. At first, I was annoyed; but, at the end, I realized that this line is the result of linguistic imperialism. We should forgive the perpetrator. We should not point our fingers to the driver because the nature of his work does not qualify to plead him guilty instead we will blame his teacher. It could be his parents as first teachers at home. It could be his teachers in the school, where learning takes place. Exactly, his learning experience constructs meaning as influence of constructivism. The good side is; he is not just a driver, but a skilled worker. This is the real substance of education shaping a person to be productive developing his potential to a defined skill. I was already inside the jeepney where I listened to the song entitled, Jeepney by Spongecola. What a coincidence, I said. Hush. Listen to the song. Bumaba ako sa jeepney/Kung saan tayoy dating magkatabi/Magkahalik ang pisngi nating dalawa. The verses describe how the lovers explicitly unveil their relationship. Public display affection (pda); they said. Yes, it is expected that this is between man and woman. It could possibly be a man with a queer wo(man). That’s true; we do not impose racism here. You can laugh, but do not judge. Just say; this is the law of extreme reality. Pues, I can’t bear the moment without looking into the trend of courtship nowadays. I tell you; I am not against with them. I really feel sad when I see lovers in the jeepney showing inhuman behavior. We cannot blame older than us if they can’t tolerate themselves to put them into gossip because they destroy our good tradition. So, it is not surprising if women are being brutalized and raped because they become motif of original sin. Si’isay su relihiyoso an padi o an drayber? It becomes a joke; but, if we look at it as new perspective, tambay or bystanders would answer us, of course, the driver. If you can observe; the driver will not drive the jeepney without signing a cross. Yes, I agree, but he cannot do it without prior knowledge about his religious ways without the priests. When we destroy our conscience, our faith will be at stake. Faith in our people and faith in God, said Sen. Benigno â€Å"Ninoy† Aguino, Sr. In front of the jeepney’s mirror, you can see a small altar with an image of Virgin Mary. It becomes the icon of their salvation. Sometimes, they hang above it a bunch of fresh and fragrant flower, sampaguita, which they bought three for ten pesos from the young vendors. These vendors could be young boys or girls who seemed to be unfortunate. No child shall be left behind, as envisioned by the DepEd. Yet, the more the children are unfortunate, the more they are not able to go to school. I am sure there is something wrong in their home. I am sure there is something wrong in the system of the government. Along the front window you can notice the driver’s prayer embroidered as, God bless our trip. With this, I can say that the driver is a symbolic for hard work and these four words represent for prayer. This entails that when we work we should never forget to pray. Ora et labora; in English means, pray and work. This simply reminds us that we should balance our material needs and our spiritual need. When I got down the stair another jeepney passed by. I could read the inscription, In God We Trust. I can’t imagine how Bicolanos survive amid scarcity as a result of natural calamity. I presume; Bicolanos’ ways of living unfold the profound relationship with God. Ancient times indeed reflect how our ancestors passed on our good culture that defines our Bicolano identity. So, we have no reasons to smile. Starting today, we will keep distance when jeepney stops, but we will never lose hope when sudden misfortune comes because God never keeps us apart. He is just in our heart.

Concepts of Brand Identity and Positioning

Concepts of Brand Identity and Positioning A brand is not the name of a product. It is the vision that drives the creation of products and services under that name. That vision, the key belief of the brands and its core values is called identity. It drives vibrant brands able to create advocates, a real cult and loyalty. Modern competition calls for two essential tools of brand management: ‘brand identity, specifying the facets of brands uniqueness and value, and ‘brand positioning, the main difference creating preference in a specific market at a specific time for its products. For existing brands, identity is the source of brand positioning. Brand positioning specifies the angle used by the products of that brand to attack a market in order to grow their market share at the expense of competition. Defining what a brand is made of helps answer many questions that are asked every day, such as: Can the brand sponsor such and such event or sport? Does the advertising campaign suit the brand? Is the opportunity for launching a new product inside the brands boundaries or outside? How can the brand change its communication style, yet remain true to itself? How can decision making in communications be decentralised regionally or internationally, without jeopardising brand congruence? All such decisions pose the problem of brand identity and definition which are essential prerequisites for efficient brand management. Brand identity: a necessary concept Like the ideas of brand vision and purpose, the concept of brand identity is recent. It started in Europe (Kapferer, 1986).The perception of its paramount importance has slowly gained worldwide recognition; in the most widely read American book on brand equity (Aaker, 1991), the word ‘identity is in fact totally absent, as is the concept. Today, most advanced marketing companies have specified the identity of their brand through proprietary models such as ‘brand key (Unilever), ‘footprint (Johnson Johnson), ‘bulls eyes and ‘brand stewardship, which organise in a specific form a list of concepts related to brand identity. However, they are rather checklists. Is identity a sheer linguistic novelty, or is it essential to understanding what brands are? What is identity? To appreciate the meaning of this significant concept in brand management, we shall begin by considering the many ways in which the word is used today. For example, we speak of ‘identity cards a personal, non-transferable document that tells in a few words who we are, what our name is and what distinguishable features we have that can be instantly recognised. We also hear of ‘identity of opinion between several people, meaning that they have an identical point of view. In terms of communication, this second interpretation of the word suggests brand identity is the common element sending a single message amid the wide variety of its products, actions and communications. This is important since the more the brand expands and diversifies, the more customers are inclined to feel that they are, in fact, dealing with several different brands rather than a single one. If products and communication go their separate ways, how can customers possibly perceive these different routes as converging towards a common vision and brand? Speaking of identical points of view also raises the question of permanence and continuity. As civil status and physical appearance change, identity cards get updated, yet the fingerprint of their holders always remains the same. The identity concept questions how time will affect the unique and permanent quality of the sender, the brand or the retailer. In this respect, psychologists speak of the ‘identity crisis which adolescents often go through. When their identity structure is still weak, teenagers tend to move from one role model to another. These constant shifts create a gap and force the basic question: ‘What is the real me? Finally, in studies on social groups or minorities, we often speak of ‘cultural identity. In seeking an identity, they are in fact seeking a pivotal basis on which to hinge not only their inherent difference but also their membership of a specific cultural entity. Brand identity may be a recent notion, but many researchers have already delved into the organisational identity of companies (Schwebig, 1988; Moingeon and Soenen, 2003). There, the simplest verbal expression of identity often consists in saying: ‘Oh, yes, I see, but its not the same in our company! In other words, corporate identity is what helps an organisation, or a part of it, feel that it truly exists and that it is a coherent and unique being, with a history and a place of its own, different from others. From these various meanings, we can infer that having an identity means being your true self, driven by a personal goal that is both different from others and resistant to change. Thus, brand identity will be clearly defined once the following questions are answered: What is the brands particular vision and aim? What makes it different? What need is the brand fulfilling? What is its permanent nature? What are its value or values? What is its field of competence? Of legitimacy? What are the signs which make the brand recognisable? These questions could indeed constitute the brands charter. This type of official document would help better brand management in the medium term, both in terms of form and content, and so better address future communication and extension issues. Communication tools such as the copy strategy are essentially linked to advertising campaigns, and so are only committed to the short term. There must be specific guidelines to ensure that there is indeed only one brand forming a solid and coherent entity. Brand identity and graphic identity charters Many readers will make the point that their firms already make use of graphic identity ‘bibles, either for corporate or specific brand purposes. We do indeed find many graphic identity charters, books of standards and visual identity guides. Urged on by graphic identity agencies, companies have rightly sought to harmonise the messages conveyed by their brands. Such charters therefore define the norms for visual recognition of the brand, ie the brands colours, graphic design and type of print. Although this may be a necessary first step, it isnt the be all and end all. Moreover, it puts the cart before the horse. What really matters is the key message that we want to communicate. Formal aspects, outward appearance and overall looks result from the brands core substance and intrinsic identity. Choosing symbols requires a clear definition of what the brand means. However, while graphic manuals are quite easy to find nowadays, explicit definitions of brand identity per se are still very rare. Yet, the essential questions above (ie the nature of the identity to be conveyed) must be properly answered before we begin discussing and defining what the communication means and what the codes of outward recognition should be. The brands deepest values must be reflected in the external signs of recognition, and these must be apparent at first glance. The family resemblance between the various models of BMW conveys a strong identity, yet it is not the identity. This brands identity and essence can actually be defined by addressing the issue of its difference, its permanence, its value and its personal view on automobiles. Many firms have unnecessarily constrained their brand because they formulated a graphic charter before defining their identity. Not knowing who they really are, they merely perpetuate purely formal codes by, for example, using a certain photographic style that may not be the most suitable. Thus Nina Riccis identity did not necessarily relate to the companys systematic adherence to English photographer David Hamiltons style. Knowing brand identity paradoxically gives extra freedom of expression, since it emphasises the pre-eminence of substance over strictly formal features. Brand identity defines what must stay and what is free to change. Brands are living systems. They must have degrees of freedom to match modern market diversity. Identity: a contemporary concept That a new concept identity has emerged in the field of management, already well versed in brand image and positioning, is really no great surprise. Todays problems are more complex than those of 10 or 20 years ago and so there is now a need for more refined concepts that allow a closer connection with reality. First of all, we cannot overemphasise the fact that we are currently living in a society saturated in communications. Everybody wants to communicate these days. If needed, proof is available: there have been huge increases in advertising budgets, not only in the major media but also in the growing number of professional magazines. It has become very difficult to survive in the hurly-burly thus created, let alone to thrive and successfully convey ones identity. For communication means two things: sending out messages and making sure that they are received. Communicating nowadays is no longer just a technique, it is a feat in itself. The second factor explaining the urgent need to understand brand identity is the pressure constantly put on brands. We have now entered an age of marketing similarities. When a brand innovates, it creates a new standard. The other brands must then catch up if they want to stay in the race, hence the increasing number of ‘me-too products with similar attributes, not to mention the copies produced by distributors. Regulations also cause similarities to spread. Bank operations, for example, have become so much alike that banks are now unable to fully express their individuality and identity. Market research also generates herdism within a given sector. As all companies base themselves on the same life-style studies, the conclusions they reach are bound to be similar as are the products and advertising campaigns they launch, in which sometimes even the same words are used. Finally, technology is responsible for growing similarity. Why do cars increasingly look alike, in spite of their different makes? Because car makers are all equally concerned about fluidity, inner car space constraints, motorisation and economy, and these problems cannot be solved in all that many different ways. Moreover, when the models of four car brands (Audi, Volkswagen, Seat and Skoda) share many identical parts (eg chassis, engine, gearbox), for either productivity or competitiveness purposes, it is mainly brand identity, along with, to a lesser extent, whats left of each car, which will distinguish the makes from one another. Diversification calls for knowing the brands identity. Brands launch new products, penetrate new markets and reach new targets. This may cause both fragmented communications and patchwork images. Though we are still able to discern bits and pieces of the brand here and there, we are certainly unable to perceive its global and coherent identity. Why speak of identity rather than image? What does the notion of identity have to offer that the image of a brand or a company or a retailer doesnt have? After all, firms spend large amounts of money measuring image. Brand image is on the receivers side. Image research focuses on the way in which certain groups perceive a product, a brand, a politician, a company or a country. The image refers to the way in which these groups decode all of the signals emanating from the products, services and communication covered by the brand. Identity is on the senders side. The purpose, in this case, is to specify the brands meaning, aim and self-image. Image is both the result and interpretation thereof. In terms of brand management, identity precedes image. Before projecting an image to the public, we must know exactly what we want to project. Before it is received, we must know what to send and how to send it. As shown in Figure 7.1, an image is a synthesis made by the public of all the various brand messages, eg brand name, visual symbols, products, advertisements, sponsoring, patronage, articles. An image results from decoding a message, extracting meaning, interpreting signs. Where do all these signs come from? There are two possible sources: brand identity of course, but also extraneous factors (‘noise) that speak in the brands name and thus produce meaning, however disconnected they may actually be from it. What are these extraneous factors? First, there are companies that choose to imitate competitors, as they have no clear idea of what their own brand identity is. They focus on their competitors and imitate their marketing communication. Second, there are companies that are obsessed with the willingness to build an appealing image that will be favourably perceived by all. So they focus on meeting every one of the publics expectations. That is how the brand gets caught in the game of always having to please the consumer and ends up surfing on the changing waves of social and cultural fads. Yesterday, brands were into glamour, today, they are into ‘cocooning; so whats next? The brand can appear opportunistic and popularity seeking, and thus devoid of any meaningful substance. It becomes a mere faà §ade, a meaningless cosmetic camouflage. The third source of ‘noise is that of fantasised identity: the brand as one would ideally like to see it, but not as it actually is. As a result, we notice, albeit too late, that the advertisements do not help people remember the brand because they are either too remotely connected to it or so radically disconnected from it that they cause perplexity or rejection. Since brand identity has now been recognised as the prevailing concept, these three potential communication glitches can be prevented. The identity concept thus serves to emphasise the fact that, with time, brands do eventually gain their independence and their own meaning, even though they may start out as mere product names. As living memories of past products and advertisements, brands do not simply fade away: they define their own area of competence, potential and legitimacy. Yet they also know when to stay out of other areas. We cannot expect a brand to be anything other than itself. Obviously, brands should not curl up in a shell and cut themselves off from the public and from market evolutions. However, an obsession with image can lead them to capitalise too much on appearance and not enough on essence. Identity and positioning It is also common to distinguish brands according to their positioning. Positioning a brand means emphasising the distinctive characteristics that make it different from its competitors and appealing to the public. It results from an analytical process based on the four following questions: A brand for what benefit? This refers to the brand promise and consumer benefit aspect: Orangina has real orange pulp, The Body Shop is environment friendly, Twix gets rid of hunger, Volkswagen is reliable. A brand for whom? This refers to the target aspect. For a long time, Schweppes was the drink of the refined, Snapple the soft drink for adults, Tango or Yoohoo the drink for teenagers. Reason? This refers to the elements, factual or subjective, that support the claimed benefit. A brand against whom? In todays competitive context, this question defines the main competitor(s), ie those whose clientele we think we can partly capture. Tuborg and other expensive imported beers thus also compete against whisky, gin and vodka. Positioning is a crucial concept (Figure 7.2). It reminds us that all consumer choices are made on the basis of comparison. Thus, a product will only be considered if it is clearly part of a selection process. Hence the four questions that help position the new product or brand and make its contribution immediately obvious to the customer. Positioning is a two-stage process: First, indicate to what ‘competitive set the brand should be associated and compared. Second, indicate what the brands essential difference and raison dà ªtre is in comparison to the other products and brands of that set. Choosing the competitive set is essential. While this may be quite easy to do for a new toothpaste, it is not so for very original and unique products. The Gaines burger launched by the Gaines company, for instance, was a new dog food, a semi-dehydrated product presented as red ground meat in a round shape like a hamburger. Unlike normal canned pet foods, moreover, it did not need to be refrigerated, nor did it exude that normal open-can smell. Given these characteristics, the product could be positioned in several different ways, for example by: Attacking the canned pet food market by appealing to well-to-do dog owners. The gist of the message would then be ‘the can without the can, in other words, the benefits of meat without its inconveniences (smell, freshness constraints, etc). Attacking the dehydrated pet food segment (dried pellets) by offering a product that would help the owner not to feel guilty for not giving meat to the dog on the basis that it is just not practical. The fresh-ground, round look could justify this positioning. Targeting owners who feed leftovers to their dogs by presenting Gaines as a complete, nutritious supplement (and no longer as a main meal as in the two former strategies). Targeting all dog owners by presenting this product as a nutritious treat, a kind of doggy Mars bar. The choice between these alternative strategies was made by assessing each one against certain measurable criteria (Table 7.1). The firm ended up choosing the first positioning and launched this product as the ‘Gaines burger. What does the identity concept add to that of positioning? Why do we even need another concept? In the first place, because positioning focuses more on the product itself. What then does positioning mean in the case of a multiproduct brand? How can these four questions on positioning be answered if we are not focusing on one particular product category? We know how to position the various Scotchbrite scrubbing pads as well as the Scotch videotapes, but what does the positioning concept mean for the Scotch brand as a whole, not to mention the 3M corporate brand? This is precisely where the concept of brand identity comes in handy. Second, positioning does not reveal all the brands richness of meaning nor reflect all of its potential. The brand is restricted once reduced to four questions. Positioning does not help fully differentiate Coca-Cola from Pepsi-Cola. The four positioning questions thus fail to encapsulate such nuances. They do not allow us to fully explore the identity and singularity of the brand. Worse still, positioning allows communication to be entirely dictated by creative whims and current fads. Positioning does not say a word about communication style, form or spirit. This is a major deficiency since brands have the gift of speech: they state both the objective and subjective qualities of a given product. The speech they deliver in these days of multimedia supremacy is made of words, of course, but even more of pictures, sounds, colours, movement and style. Positioning controls the words only, leaving the rest up to the unpredictable outcome of creative hunches and pretests. Yet brand language should never result from creativity only. It expresses the brands personality and values. Creative hunches are only useful if they are consistent with the brands legitimate territory. Furthermore, though pretest evaluations are needed to verify that the brands message is well received, the public should not be allowed to dictate brand language: its style needs to be found within itself. Brand uniqueness often tends to get eroded by consumer expectations and thus starts regressing to a level at which it risks losing its identity. Table 7.1 How to evaluate and choose a brand positioning Are the products current looks and ingredients compatible with this positioning? How strong is the assumed consumer motivation behind this positioning? (what insight?) What size of market is involved by such a positioning? Is this positioning credible? Does it capitalise on a competitors actual or latent durable weakness? What financial means are required by such a positioning? Is this positioning specific and distinctive? Is this a sustainable positioning which cannot be imitated by competitors? Does this positioning leave any possibility for an alternative solution in case of failure? Does this positioning justify a price premium? Is there a growth potential under this positioning? A brands message is the outward expression of the brands inner substance. Thus we can no longer dissociate brand substance from brand style, ie from its verbal, visual and musical attributes. Brand identity provides the framework for overall brand coherence. It is a concept that serves to offset the limitations of positioning and to monitor the means of expression, the unity and durability of a brand. Why brands need identity and positioning A brands positioning is a key concept in its management. It is based on one fundamental principle: all choices are comparative. Remember that identity expresses the brands tangible and intangible characteristics everything that makes the brand what it is, and without which it would be something different. Identity draws upon the brands roots and heritage everything that gives it its unique authority and legitimacy within a realm of precise values and benefits. Positioning is competitive: when it comes to brands, customers make a choice, but with products, they make a comparison. This raises two questions. First, what do they compare it with? For this, we need to look at the field of competition: what area do we want to be considered as part of? Second, what are we offering the customer as a key decision-making factor? A brand that does not position itself leaves these two questions unanswered. It is a mistake to suppose that customers will find answers themselves: there are too many choices available today for customers to make the effort to work out what makes a particular brand specific. Communicating this information is the responsibility of the brand. Remember, products increase customer choice; brands simplify it. This is why a brand that does not want to stand for something stands for nothing. The aim of positioning is to identify, and take possession of, a strong purchasing rationale that gives us a real or perceived advantage. It implies a desire to take up a long-term position and defend it. Positioning is competition-oriented: it specifies the best way to attack competitors market share. It may change through time: one grows by expanding the field of competition. Identity is more stable and long-lasting, for it is tied to the brand roots and fixed parameters. Thus Cokes positioning was ‘the original as long as it competed against other colas. To grow the business, it now competes against all soft drinks: its positioning is ‘the most refreshing bond between people of the world, whereas its identity remains ‘the symbol of America, the essence of the American way of life. How is positioning achieved? The standard positioning formula is as follows: For †¦ (definition of target market) Brand X is †¦ (definition of frame of reference and subjective category) Which gives the most †¦ (promise or consumer benefit) Because of †¦ (reason to believe). Let us look at these points in detail. The target specifies the nature and psycho-logical or sociological profile of the individuals to be influenced, that is, buyers or potential consumers. The frame of reference is the subjective definition of the category, which will specify the nature of the competition. What other brands or products effectively serve the same purpose? This is a strategic decision: it marks out the ‘field of battle. It must not under any circumstances be confused with the objective description of the product or category. For example, there is no real rum market in the UK, yet Bacardi is very popular. This is because it is perfectly possible to drink Bacardi without realising that it is a rum: it is the party mixer par excellence. Another example illustrates the strategic importance of defining the frame of reference. Objectively speaking, Perrier is fizzy mineral water. Subjectively, however, it is also a drink for adults. Seen in the light of this field of reference, it acquires its strongest competitive advantage: a slight natural quirkiness. As we can see, the choice of the field of competition should be informed by the strategic value of that field: how big, how fast growing, how profitable? But it also lends the brand a competitive advantage through its identity and potential. Perceived as water for the table, Perrier has no significant competitive advantage over other fizzy mineral waters, even though this market is a very large one. However, when viewed in relation to a field of competition defined as ‘drinks for adults, Perrier becomes competitive again: it has strong differentiating advantages. What are its competitors? They include alcoholic drinks, Diet Coke, Schweppes and tomato juice. The third point specifies the aspect of difference which creates the preference and the choice of a decisive competitive advantage: it may be expressed in terms of a promise (for instance, Volvo is the strongest of all cars) or a benefit (such as, Volvo is the ‘safety brand). The fourth point reinforces the promise or benefit, and is known as the ‘reason to believe. For example, in the case of the Dove brand, which promises to be the most moisturising, the reason is that all of its products contain 25 per cent of moisturising cream. Positioning is a necessary concept, first because all choices are comparative, and so it makes sense to start off by stating the area in which we are strongest; and second because in marketing, perception is reality. Positioning is a concept which starts with customers, by putting ourselves in their place: faced with a plethora of brands, are consumers able to identify the strong point of each, the factor that distinguishes it from the rest? This is why, ideally, a customer should be capable of paraphrasing a brands positioning: ‘Only Brand X will do this for me, because it has, or it is †¦ No instrument is entirely neutral. The above formula was created by companies such as Kraft-General Foods, Procter Gamble, and Unilever. It is designed for businesses that base competitive advantage on their products, and works perfectly for the lOrà ©al Group which, with its 2,500 researchers worldwide, only ever launches new products if they are of demonstrably superior performance. This fact is then promoted through advertising. There are cases where the brand makes no promise, or where the benefit it brings could sound trivial. For example, how would you define the positioning of a perfume such as Obsession by Calvin Klein in a way that clearly represented its true nature and originality? It would be wrong to claim that Obsession makes any specific promise to its customers, or that they will obtain any particular benefit from the product apart from feeling good (a property which is common to all perfumes). In reality, Obsessions attractiveness stems from its imagery, the imaginary world of subversive androgyny which it embodies. In the same way, Mugler appeals to young people through its inherently neofuturistic world, and Chanel stands for timeless elegance. What actually sells these perfumes is the satisfaction derived from participating in the symbolic world of the brand. The same is true of alcohol and spirits: Jack Daniels is selling a symbolic participation in an eternal, authentic untamed America. To say that Jack Daniels is selling the satisfaction of being the finest choice would be a mere commonplace, like the tired old clichà © that customers are satisfied at having made a choice that set them apart from the masses (a classic benefit stated by small brands attempting to emphasise their advantage over large ones). Faced with this conceptual dilemma, there are three possible approaches. The first of these is to define positioning as the sum of every point that differentiates the brand. This has been Unilevers approach: the 60page mini-opus known as the Brand Key, which explains how to define a brand across the entire world, starts with the phrase: ‘Brand Key builds on and replaces the brand positioning statement †¦. There are eight headings to Brand Key: 1. The competitive environment. 2. The target. 3. The consumer insight on which the brand is based. 4. The benefits brought by the brand. 5. Brand values and personality. 6. The reasons to believe. 7. The discriminator (single most compelling reason to choose). 8. The brand essence. Fundamentally, therefore, this collection forms the positioning of a brand. However, the concept that most closely resembles positioning in the strict sense of the word is referred to here as the ‘discriminator. McDonalds also adopts a similar reasoning (see Figure 7.3). Larry Light defends the idea that positioning is defined when this chain of means-ends is completed (this is a parallel concept to the ‘ladder moving from the tangible to the intangible): My position is that two tools are needed to manage the brand. One defines the brands identity, while the other is competitive and specifies the competitive proposition made at any given time in any given market. This is the brands unique compelling competitive proposition (UCCP). Thus the tool called ‘brand platform will comprise, first, the ‘brand identity, that is to say, brand uniqueness and singularity throughout the world and whatever the product. Brand identity has six facets, and is therefore larger than the mere positioning. It is represented by the identity prism. At its centre one finds the brand essence, the central value it symbolises. Second, the brand platform comprises ‘brand positioning: choosing a market means choosing a specific angle to attack it. Brand positioning must be based on a customer insight relevant to this market. Brand positioning exploits one of the brand identity facets. Positioning can be summed up in four key questions: for whom, why, when and against whom? It can be represented in the form of a diamond, the ‘positioning diamond (see Figure 7.2, page 176). In positioning, the brand/product makes a proposition, plus (necessarily) a promise. The proposition may additionally be supported by a ‘reason to believe, but this is not essential. Marlboro presents its smoker as a man a real man, symbolised by the untamed cowboy of the Wild West. No support is offered for this proposition; no proof is necessary. It is true because the brand says so. And the more often it is repeated, the more credible it becomes. In this way the brands proposition, which forms the basis of the chosen positioning at a given moment in a particular market, may be fuelled by various ‘edges contained within the brands identity: a differentiating attribute (25 per cent moisturising cream in Dove, the smoothness and bite of Mars bars, the bubbles of Perrier); an objective benefit: an iMac is user friendly, Dell offers unbeatable value for money; a subjective benefit: you feel secure with IBM; an aspect of the brands personality: the mystery of the Bacardi bat, Jack Daniels is macho, Axe/Lynx is cool; Concepts of Brand Identity and Positioning Concepts of Brand Identity and Positioning A brand is not the name of a product. It is the vision that drives the creation of products and services under that name. That vision, the key belief of the brands and its core values is called identity. It drives vibrant brands able to create advocates, a real cult and loyalty. Modern competition calls for two essential tools of brand management: ‘brand identity, specifying the facets of brands uniqueness and value, and ‘brand positioning, the main difference creating preference in a specific market at a specific time for its products. For existing brands, identity is the source of brand positioning. Brand positioning specifies the angle used by the products of that brand to attack a market in order to grow their market share at the expense of competition. Defining what a brand is made of helps answer many questions that are asked every day, such as: Can the brand sponsor such and such event or sport? Does the advertising campaign suit the brand? Is the opportunity for launching a new product inside the brands boundaries or outside? How can the brand change its communication style, yet remain true to itself? How can decision making in communications be decentralised regionally or internationally, without jeopardising brand congruence? All such decisions pose the problem of brand identity and definition which are essential prerequisites for efficient brand management. Brand identity: a necessary concept Like the ideas of brand vision and purpose, the concept of brand identity is recent. It started in Europe (Kapferer, 1986).The perception of its paramount importance has slowly gained worldwide recognition; in the most widely read American book on brand equity (Aaker, 1991), the word ‘identity is in fact totally absent, as is the concept. Today, most advanced marketing companies have specified the identity of their brand through proprietary models such as ‘brand key (Unilever), ‘footprint (Johnson Johnson), ‘bulls eyes and ‘brand stewardship, which organise in a specific form a list of concepts related to brand identity. However, they are rather checklists. Is identity a sheer linguistic novelty, or is it essential to understanding what brands are? What is identity? To appreciate the meaning of this significant concept in brand management, we shall begin by considering the many ways in which the word is used today. For example, we speak of ‘identity cards a personal, non-transferable document that tells in a few words who we are, what our name is and what distinguishable features we have that can be instantly recognised. We also hear of ‘identity of opinion between several people, meaning that they have an identical point of view. In terms of communication, this second interpretation of the word suggests brand identity is the common element sending a single message amid the wide variety of its products, actions and communications. This is important since the more the brand expands and diversifies, the more customers are inclined to feel that they are, in fact, dealing with several different brands rather than a single one. If products and communication go their separate ways, how can customers possibly perceive these different routes as converging towards a common vision and brand? Speaking of identical points of view also raises the question of permanence and continuity. As civil status and physical appearance change, identity cards get updated, yet the fingerprint of their holders always remains the same. The identity concept questions how time will affect the unique and permanent quality of the sender, the brand or the retailer. In this respect, psychologists speak of the ‘identity crisis which adolescents often go through. When their identity structure is still weak, teenagers tend to move from one role model to another. These constant shifts create a gap and force the basic question: ‘What is the real me? Finally, in studies on social groups or minorities, we often speak of ‘cultural identity. In seeking an identity, they are in fact seeking a pivotal basis on which to hinge not only their inherent difference but also their membership of a specific cultural entity. Brand identity may be a recent notion, but many researchers have already delved into the organisational identity of companies (Schwebig, 1988; Moingeon and Soenen, 2003). There, the simplest verbal expression of identity often consists in saying: ‘Oh, yes, I see, but its not the same in our company! In other words, corporate identity is what helps an organisation, or a part of it, feel that it truly exists and that it is a coherent and unique being, with a history and a place of its own, different from others. From these various meanings, we can infer that having an identity means being your true self, driven by a personal goal that is both different from others and resistant to change. Thus, brand identity will be clearly defined once the following questions are answered: What is the brands particular vision and aim? What makes it different? What need is the brand fulfilling? What is its permanent nature? What are its value or values? What is its field of competence? Of legitimacy? What are the signs which make the brand recognisable? These questions could indeed constitute the brands charter. This type of official document would help better brand management in the medium term, both in terms of form and content, and so better address future communication and extension issues. Communication tools such as the copy strategy are essentially linked to advertising campaigns, and so are only committed to the short term. There must be specific guidelines to ensure that there is indeed only one brand forming a solid and coherent entity. Brand identity and graphic identity charters Many readers will make the point that their firms already make use of graphic identity ‘bibles, either for corporate or specific brand purposes. We do indeed find many graphic identity charters, books of standards and visual identity guides. Urged on by graphic identity agencies, companies have rightly sought to harmonise the messages conveyed by their brands. Such charters therefore define the norms for visual recognition of the brand, ie the brands colours, graphic design and type of print. Although this may be a necessary first step, it isnt the be all and end all. Moreover, it puts the cart before the horse. What really matters is the key message that we want to communicate. Formal aspects, outward appearance and overall looks result from the brands core substance and intrinsic identity. Choosing symbols requires a clear definition of what the brand means. However, while graphic manuals are quite easy to find nowadays, explicit definitions of brand identity per se are still very rare. Yet, the essential questions above (ie the nature of the identity to be conveyed) must be properly answered before we begin discussing and defining what the communication means and what the codes of outward recognition should be. The brands deepest values must be reflected in the external signs of recognition, and these must be apparent at first glance. The family resemblance between the various models of BMW conveys a strong identity, yet it is not the identity. This brands identity and essence can actually be defined by addressing the issue of its difference, its permanence, its value and its personal view on automobiles. Many firms have unnecessarily constrained their brand because they formulated a graphic charter before defining their identity. Not knowing who they really are, they merely perpetuate purely formal codes by, for example, using a certain photographic style that may not be the most suitable. Thus Nina Riccis identity did not necessarily relate to the companys systematic adherence to English photographer David Hamiltons style. Knowing brand identity paradoxically gives extra freedom of expression, since it emphasises the pre-eminence of substance over strictly formal features. Brand identity defines what must stay and what is free to change. Brands are living systems. They must have degrees of freedom to match modern market diversity. Identity: a contemporary concept That a new concept identity has emerged in the field of management, already well versed in brand image and positioning, is really no great surprise. Todays problems are more complex than those of 10 or 20 years ago and so there is now a need for more refined concepts that allow a closer connection with reality. First of all, we cannot overemphasise the fact that we are currently living in a society saturated in communications. Everybody wants to communicate these days. If needed, proof is available: there have been huge increases in advertising budgets, not only in the major media but also in the growing number of professional magazines. It has become very difficult to survive in the hurly-burly thus created, let alone to thrive and successfully convey ones identity. For communication means two things: sending out messages and making sure that they are received. Communicating nowadays is no longer just a technique, it is a feat in itself. The second factor explaining the urgent need to understand brand identity is the pressure constantly put on brands. We have now entered an age of marketing similarities. When a brand innovates, it creates a new standard. The other brands must then catch up if they want to stay in the race, hence the increasing number of ‘me-too products with similar attributes, not to mention the copies produced by distributors. Regulations also cause similarities to spread. Bank operations, for example, have become so much alike that banks are now unable to fully express their individuality and identity. Market research also generates herdism within a given sector. As all companies base themselves on the same life-style studies, the conclusions they reach are bound to be similar as are the products and advertising campaigns they launch, in which sometimes even the same words are used. Finally, technology is responsible for growing similarity. Why do cars increasingly look alike, in spite of their different makes? Because car makers are all equally concerned about fluidity, inner car space constraints, motorisation and economy, and these problems cannot be solved in all that many different ways. Moreover, when the models of four car brands (Audi, Volkswagen, Seat and Skoda) share many identical parts (eg chassis, engine, gearbox), for either productivity or competitiveness purposes, it is mainly brand identity, along with, to a lesser extent, whats left of each car, which will distinguish the makes from one another. Diversification calls for knowing the brands identity. Brands launch new products, penetrate new markets and reach new targets. This may cause both fragmented communications and patchwork images. Though we are still able to discern bits and pieces of the brand here and there, we are certainly unable to perceive its global and coherent identity. Why speak of identity rather than image? What does the notion of identity have to offer that the image of a brand or a company or a retailer doesnt have? After all, firms spend large amounts of money measuring image. Brand image is on the receivers side. Image research focuses on the way in which certain groups perceive a product, a brand, a politician, a company or a country. The image refers to the way in which these groups decode all of the signals emanating from the products, services and communication covered by the brand. Identity is on the senders side. The purpose, in this case, is to specify the brands meaning, aim and self-image. Image is both the result and interpretation thereof. In terms of brand management, identity precedes image. Before projecting an image to the public, we must know exactly what we want to project. Before it is received, we must know what to send and how to send it. As shown in Figure 7.1, an image is a synthesis made by the public of all the various brand messages, eg brand name, visual symbols, products, advertisements, sponsoring, patronage, articles. An image results from decoding a message, extracting meaning, interpreting signs. Where do all these signs come from? There are two possible sources: brand identity of course, but also extraneous factors (‘noise) that speak in the brands name and thus produce meaning, however disconnected they may actually be from it. What are these extraneous factors? First, there are companies that choose to imitate competitors, as they have no clear idea of what their own brand identity is. They focus on their competitors and imitate their marketing communication. Second, there are companies that are obsessed with the willingness to build an appealing image that will be favourably perceived by all. So they focus on meeting every one of the publics expectations. That is how the brand gets caught in the game of always having to please the consumer and ends up surfing on the changing waves of social and cultural fads. Yesterday, brands were into glamour, today, they are into ‘cocooning; so whats next? The brand can appear opportunistic and popularity seeking, and thus devoid of any meaningful substance. It becomes a mere faà §ade, a meaningless cosmetic camouflage. The third source of ‘noise is that of fantasised identity: the brand as one would ideally like to see it, but not as it actually is. As a result, we notice, albeit too late, that the advertisements do not help people remember the brand because they are either too remotely connected to it or so radically disconnected from it that they cause perplexity or rejection. Since brand identity has now been recognised as the prevailing concept, these three potential communication glitches can be prevented. The identity concept thus serves to emphasise the fact that, with time, brands do eventually gain their independence and their own meaning, even though they may start out as mere product names. As living memories of past products and advertisements, brands do not simply fade away: they define their own area of competence, potential and legitimacy. Yet they also know when to stay out of other areas. We cannot expect a brand to be anything other than itself. Obviously, brands should not curl up in a shell and cut themselves off from the public and from market evolutions. However, an obsession with image can lead them to capitalise too much on appearance and not enough on essence. Identity and positioning It is also common to distinguish brands according to their positioning. Positioning a brand means emphasising the distinctive characteristics that make it different from its competitors and appealing to the public. It results from an analytical process based on the four following questions: A brand for what benefit? This refers to the brand promise and consumer benefit aspect: Orangina has real orange pulp, The Body Shop is environment friendly, Twix gets rid of hunger, Volkswagen is reliable. A brand for whom? This refers to the target aspect. For a long time, Schweppes was the drink of the refined, Snapple the soft drink for adults, Tango or Yoohoo the drink for teenagers. Reason? This refers to the elements, factual or subjective, that support the claimed benefit. A brand against whom? In todays competitive context, this question defines the main competitor(s), ie those whose clientele we think we can partly capture. Tuborg and other expensive imported beers thus also compete against whisky, gin and vodka. Positioning is a crucial concept (Figure 7.2). It reminds us that all consumer choices are made on the basis of comparison. Thus, a product will only be considered if it is clearly part of a selection process. Hence the four questions that help position the new product or brand and make its contribution immediately obvious to the customer. Positioning is a two-stage process: First, indicate to what ‘competitive set the brand should be associated and compared. Second, indicate what the brands essential difference and raison dà ªtre is in comparison to the other products and brands of that set. Choosing the competitive set is essential. While this may be quite easy to do for a new toothpaste, it is not so for very original and unique products. The Gaines burger launched by the Gaines company, for instance, was a new dog food, a semi-dehydrated product presented as red ground meat in a round shape like a hamburger. Unlike normal canned pet foods, moreover, it did not need to be refrigerated, nor did it exude that normal open-can smell. Given these characteristics, the product could be positioned in several different ways, for example by: Attacking the canned pet food market by appealing to well-to-do dog owners. The gist of the message would then be ‘the can without the can, in other words, the benefits of meat without its inconveniences (smell, freshness constraints, etc). Attacking the dehydrated pet food segment (dried pellets) by offering a product that would help the owner not to feel guilty for not giving meat to the dog on the basis that it is just not practical. The fresh-ground, round look could justify this positioning. Targeting owners who feed leftovers to their dogs by presenting Gaines as a complete, nutritious supplement (and no longer as a main meal as in the two former strategies). Targeting all dog owners by presenting this product as a nutritious treat, a kind of doggy Mars bar. The choice between these alternative strategies was made by assessing each one against certain measurable criteria (Table 7.1). The firm ended up choosing the first positioning and launched this product as the ‘Gaines burger. What does the identity concept add to that of positioning? Why do we even need another concept? In the first place, because positioning focuses more on the product itself. What then does positioning mean in the case of a multiproduct brand? How can these four questions on positioning be answered if we are not focusing on one particular product category? We know how to position the various Scotchbrite scrubbing pads as well as the Scotch videotapes, but what does the positioning concept mean for the Scotch brand as a whole, not to mention the 3M corporate brand? This is precisely where the concept of brand identity comes in handy. Second, positioning does not reveal all the brands richness of meaning nor reflect all of its potential. The brand is restricted once reduced to four questions. Positioning does not help fully differentiate Coca-Cola from Pepsi-Cola. The four positioning questions thus fail to encapsulate such nuances. They do not allow us to fully explore the identity and singularity of the brand. Worse still, positioning allows communication to be entirely dictated by creative whims and current fads. Positioning does not say a word about communication style, form or spirit. This is a major deficiency since brands have the gift of speech: they state both the objective and subjective qualities of a given product. The speech they deliver in these days of multimedia supremacy is made of words, of course, but even more of pictures, sounds, colours, movement and style. Positioning controls the words only, leaving the rest up to the unpredictable outcome of creative hunches and pretests. Yet brand language should never result from creativity only. It expresses the brands personality and values. Creative hunches are only useful if they are consistent with the brands legitimate territory. Furthermore, though pretest evaluations are needed to verify that the brands message is well received, the public should not be allowed to dictate brand language: its style needs to be found within itself. Brand uniqueness often tends to get eroded by consumer expectations and thus starts regressing to a level at which it risks losing its identity. Table 7.1 How to evaluate and choose a brand positioning Are the products current looks and ingredients compatible with this positioning? How strong is the assumed consumer motivation behind this positioning? (what insight?) What size of market is involved by such a positioning? Is this positioning credible? Does it capitalise on a competitors actual or latent durable weakness? What financial means are required by such a positioning? Is this positioning specific and distinctive? Is this a sustainable positioning which cannot be imitated by competitors? Does this positioning leave any possibility for an alternative solution in case of failure? Does this positioning justify a price premium? Is there a growth potential under this positioning? A brands message is the outward expression of the brands inner substance. Thus we can no longer dissociate brand substance from brand style, ie from its verbal, visual and musical attributes. Brand identity provides the framework for overall brand coherence. It is a concept that serves to offset the limitations of positioning and to monitor the means of expression, the unity and durability of a brand. Why brands need identity and positioning A brands positioning is a key concept in its management. It is based on one fundamental principle: all choices are comparative. Remember that identity expresses the brands tangible and intangible characteristics everything that makes the brand what it is, and without which it would be something different. Identity draws upon the brands roots and heritage everything that gives it its unique authority and legitimacy within a realm of precise values and benefits. Positioning is competitive: when it comes to brands, customers make a choice, but with products, they make a comparison. This raises two questions. First, what do they compare it with? For this, we need to look at the field of competition: what area do we want to be considered as part of? Second, what are we offering the customer as a key decision-making factor? A brand that does not position itself leaves these two questions unanswered. It is a mistake to suppose that customers will find answers themselves: there are too many choices available today for customers to make the effort to work out what makes a particular brand specific. Communicating this information is the responsibility of the brand. Remember, products increase customer choice; brands simplify it. This is why a brand that does not want to stand for something stands for nothing. The aim of positioning is to identify, and take possession of, a strong purchasing rationale that gives us a real or perceived advantage. It implies a desire to take up a long-term position and defend it. Positioning is competition-oriented: it specifies the best way to attack competitors market share. It may change through time: one grows by expanding the field of competition. Identity is more stable and long-lasting, for it is tied to the brand roots and fixed parameters. Thus Cokes positioning was ‘the original as long as it competed against other colas. To grow the business, it now competes against all soft drinks: its positioning is ‘the most refreshing bond between people of the world, whereas its identity remains ‘the symbol of America, the essence of the American way of life. How is positioning achieved? The standard positioning formula is as follows: For †¦ (definition of target market) Brand X is †¦ (definition of frame of reference and subjective category) Which gives the most †¦ (promise or consumer benefit) Because of †¦ (reason to believe). Let us look at these points in detail. The target specifies the nature and psycho-logical or sociological profile of the individuals to be influenced, that is, buyers or potential consumers. The frame of reference is the subjective definition of the category, which will specify the nature of the competition. What other brands or products effectively serve the same purpose? This is a strategic decision: it marks out the ‘field of battle. It must not under any circumstances be confused with the objective description of the product or category. For example, there is no real rum market in the UK, yet Bacardi is very popular. This is because it is perfectly possible to drink Bacardi without realising that it is a rum: it is the party mixer par excellence. Another example illustrates the strategic importance of defining the frame of reference. Objectively speaking, Perrier is fizzy mineral water. Subjectively, however, it is also a drink for adults. Seen in the light of this field of reference, it acquires its strongest competitive advantage: a slight natural quirkiness. As we can see, the choice of the field of competition should be informed by the strategic value of that field: how big, how fast growing, how profitable? But it also lends the brand a competitive advantage through its identity and potential. Perceived as water for the table, Perrier has no significant competitive advantage over other fizzy mineral waters, even though this market is a very large one. However, when viewed in relation to a field of competition defined as ‘drinks for adults, Perrier becomes competitive again: it has strong differentiating advantages. What are its competitors? They include alcoholic drinks, Diet Coke, Schweppes and tomato juice. The third point specifies the aspect of difference which creates the preference and the choice of a decisive competitive advantage: it may be expressed in terms of a promise (for instance, Volvo is the strongest of all cars) or a benefit (such as, Volvo is the ‘safety brand). The fourth point reinforces the promise or benefit, and is known as the ‘reason to believe. For example, in the case of the Dove brand, which promises to be the most moisturising, the reason is that all of its products contain 25 per cent of moisturising cream. Positioning is a necessary concept, first because all choices are comparative, and so it makes sense to start off by stating the area in which we are strongest; and second because in marketing, perception is reality. Positioning is a concept which starts with customers, by putting ourselves in their place: faced with a plethora of brands, are consumers able to identify the strong point of each, the factor that distinguishes it from the rest? This is why, ideally, a customer should be capable of paraphrasing a brands positioning: ‘Only Brand X will do this for me, because it has, or it is †¦ No instrument is entirely neutral. The above formula was created by companies such as Kraft-General Foods, Procter Gamble, and Unilever. It is designed for businesses that base competitive advantage on their products, and works perfectly for the lOrà ©al Group which, with its 2,500 researchers worldwide, only ever launches new products if they are of demonstrably superior performance. This fact is then promoted through advertising. There are cases where the brand makes no promise, or where the benefit it brings could sound trivial. For example, how would you define the positioning of a perfume such as Obsession by Calvin Klein in a way that clearly represented its true nature and originality? It would be wrong to claim that Obsession makes any specific promise to its customers, or that they will obtain any particular benefit from the product apart from feeling good (a property which is common to all perfumes). In reality, Obsessions attractiveness stems from its imagery, the imaginary world of subversive androgyny which it embodies. In the same way, Mugler appeals to young people through its inherently neofuturistic world, and Chanel stands for timeless elegance. What actually sells these perfumes is the satisfaction derived from participating in the symbolic world of the brand. The same is true of alcohol and spirits: Jack Daniels is selling a symbolic participation in an eternal, authentic untamed America. To say that Jack Daniels is selling the satisfaction of being the finest choice would be a mere commonplace, like the tired old clichà © that customers are satisfied at having made a choice that set them apart from the masses (a classic benefit stated by small brands attempting to emphasise their advantage over large ones). Faced with this conceptual dilemma, there are three possible approaches. The first of these is to define positioning as the sum of every point that differentiates the brand. This has been Unilevers approach: the 60page mini-opus known as the Brand Key, which explains how to define a brand across the entire world, starts with the phrase: ‘Brand Key builds on and replaces the brand positioning statement †¦. There are eight headings to Brand Key: 1. The competitive environment. 2. The target. 3. The consumer insight on which the brand is based. 4. The benefits brought by the brand. 5. Brand values and personality. 6. The reasons to believe. 7. The discriminator (single most compelling reason to choose). 8. The brand essence. Fundamentally, therefore, this collection forms the positioning of a brand. However, the concept that most closely resembles positioning in the strict sense of the word is referred to here as the ‘discriminator. McDonalds also adopts a similar reasoning (see Figure 7.3). Larry Light defends the idea that positioning is defined when this chain of means-ends is completed (this is a parallel concept to the ‘ladder moving from the tangible to the intangible): My position is that two tools are needed to manage the brand. One defines the brands identity, while the other is competitive and specifies the competitive proposition made at any given time in any given market. This is the brands unique compelling competitive proposition (UCCP). Thus the tool called ‘brand platform will comprise, first, the ‘brand identity, that is to say, brand uniqueness and singularity throughout the world and whatever the product. Brand identity has six facets, and is therefore larger than the mere positioning. It is represented by the identity prism. At its centre one finds the brand essence, the central value it symbolises. Second, the brand platform comprises ‘brand positioning: choosing a market means choosing a specific angle to attack it. Brand positioning must be based on a customer insight relevant to this market. Brand positioning exploits one of the brand identity facets. Positioning can be summed up in four key questions: for whom, why, when and against whom? It can be represented in the form of a diamond, the ‘positioning diamond (see Figure 7.2, page 176). In positioning, the brand/product makes a proposition, plus (necessarily) a promise. The proposition may additionally be supported by a ‘reason to believe, but this is not essential. Marlboro presents its smoker as a man a real man, symbolised by the untamed cowboy of the Wild West. No support is offered for this proposition; no proof is necessary. It is true because the brand says so. And the more often it is repeated, the more credible it becomes. In this way the brands proposition, which forms the basis of the chosen positioning at a given moment in a particular market, may be fuelled by various ‘edges contained within the brands identity: a differentiating attribute (25 per cent moisturising cream in Dove, the smoothness and bite of Mars bars, the bubbles of Perrier); an objective benefit: an iMac is user friendly, Dell offers unbeatable value for money; a subjective benefit: you feel secure with IBM; an aspect of the brands personality: the mystery of the Bacardi bat, Jack Daniels is macho, Axe/Lynx is cool;

Tourism sector in Maldives

Tourism sector in Maldives Acknowledgement I wish to express my sincere appreciation to many people who have been there for me to supervise, direct, assist to help in the completion of the dissertation. First and foremost I would like to thank my tutor Ms.Pupinder Kher (Ms.Puppi) for her kind help throughout my dissertation. I would also like to thank Mr Saleem from the Faculty of Hospitality Tourism Studies in Maldives for providing me with a lot of information on number of girls who have studied in the faculty over the past 5 years which has enabled me to sum up the trend of the young women joining the industry through their higher studies. I am also grateful to my young respondents for giving their time in order to fill up the survey forms for which has enabled the most to fulfill my objectives in this dissertation. Last but not least to my beloved family friends who have given me support and help throughout my bachelor degree program at the Taylors University and believing in my research. Without their help I wouldnt have been able to compile this report. Thank you everyone although I could not have mentioned every name, your help is most appreciated. Abstract General Introduction With the rise of tourism sector in the Maldives in 1972 with one resort, it has improved to be the Ranbis alhaa kukulhu by the Maldivians or defined as The chicken that lays golden eggs which made a gateway to the employment as well as a boost in the economy of Maldives. The country with more than a thousand pearl islands in the Indian Ocean depends heavily on the contribution of tourism to its economy. Along the years of the tourism development, the start of one resort in 1972 has changed to 91 registered operating resorts, 14 hotels, 23 guesthouses, and to more than 147 registered tourism vessels in operation and many more in development, over the last 3 decades. The tourism sector has developed over the years since the first resort emerged in the year 1972 which also created a boost gateway in the employment sector of the country. During the 1990s, it was 6% of the employment which contributed to the tourism sector due to reasons such as lack of education in the field, un acceptance of the working environment since in Maldives its one island, one resort concept and also due to the religious facts such as working in places where wine liquor are served are prohibited, and lack of foreign language. Then, it was mostly men who travelled to work in the resorts while the women were to look after the family and most were housewives. Over the years, the acceptance of women working in the tourism sector directly dealing with the tourists have been increasing slowly. it is believed the main reasons which limits the number of women working in the resort are due to the one island, one resort concept where by a person has to work all week in the resort for which they are also accommodated on the same island and are able to visit back to their family once a week. This becomes problems for most that have a family. And also due to ethical beliefs among people for which woman have to work among men far away from the families is still not being well accepted by the perception of the community. As mentioned above, this dissertation would focus on issues regarding possibilities, reasons and opportunities which lack the young women to work in the tourism sector, mainly in the resorts which the small island nation such as Maldives is well known for. Hence the topic chosen for this dissertation is: An analysis on the reluctance of young women joining the tourism industry in Maldives. The young women is described as young girls between the age of the 16 20 which is the most appropriate age for the girls to chose a field to build their career either through further higher studies in a desired sector or working. The main four objectives to be covered in the research would be in order to find the following. What are the views and opinions of the fresh graduates from high school towards women working in the tourism sector? What can hospitality education programs or facilities do in order to attract more women towards the industry? What are the factors that motivate them to join the industry? ( that is either starting their higher studies in the tourism sector or work) What are the factors why most girls are reluctant to work in resorts? The following objectives are to be covered on the primary data collected. This dissertation consists of two parts. The first part discuses the existing facts and figures of the women in the industry, concept and existing practices in the community. Also issues, challenges and barriers in the industry for woman theoretically explained by different people which is related to the independent and dependent variables of the research. The second part consists of the research methodology, the findings and analysis. For the research methodology, the research consists of primary and secondary data collected. The primary data would be the Questionnaire forms which would be filled up by the sample ages group which is girls between the age of 16 20. The analysis on the primary data would complete the objectives to be covered in the research as well as give the results of the hypothesis in this dissertation. The research methodology would be more briefed in the second part. The hypotheses to be tested are: H1: The views and opinions of the fresh graduates from high school towards women working in tourism industry would be an acceptable factor in the minds of the modern generation; hence they may be not able to work due to family influence in choosing their career or the perception of the people towards girls working. H2: The views and opinions of most fresh graduates towards working in the tourism sector would be unstable and would need guidance from informative sources about their career path H3: The resorts assuring the women as well as the parents of them on the safe and security of the working environment would attract women towards the industry H4: Factors such as families influence, the perception among people towards girls working in resorts and religious beliefs are main reasons why most girls are reluctant to work in the industry The importance of the chosen topic is due to several reasons such as, as per a survey conducted by the Ministry of Tourism in the year 2006, it showed that it was a percentage of 54% employed are locals in the resorts, among that only 3% represents the women in the industry. The importance of feminism gender in the industry is very much needed in the tourism industry today. Today, due to the dominant of the male gender in the tourism sector over the years since the beginning of tourism in Maldives, it has been a failure to recruit or to attract the female gender not even equivalent, but not even close to being equivalent to the male gender to work in the resorts. If the tourism industry ignores this problem today, in the future, there may not be any chances of career building for a woman in the industry which has become the main occupation of the country. Also one reason that motivated me personally in choosing this research topic is that I have seen my friends who studied with me, chose another career due to several barriers which they faced that changed their career leaving the hospitality industry after their higher studies in the tourism sector. Part 1 Literature Review Existing situation in the industry As per a survey conducted by the Ministry of Tourism, Arts Culture in the year 2006 shows that a percentage of 7.876% is the total of women, both local and foreign working in the industry while the rest 92.124% are male, both local and foreign. The survey also summed up that there were more foreign women in the industry then locals with a difference of 2%. In order to find the existing problems that are faced by the women to join the industry, the main theory focused in this dissertation would be the Glass Ceiling theory (Knutson Schmidgall ,1999) and Human Capital Theory (Becker,1975). The Glass Ceiling is described as an invisible barrier which cause the women difficulties or are unable to reach higher posts. These barriers either limits the further growth of a womens carrier in an organization or consists of de-motivating factors for which most chose not to work long term in the industry. This may be occurring in the Maldives since over the years, the tourism sector has been dominant by the male gender that the woman are not provided with higher positions unless with long time work experience or by higher studies, and for a long time, with the males working in the resorts, the women have mostly been housewives or been in other fields of work. The Human Capital Theory (Becker, 1975), describes that the differences in the income as well as the jobs offered are based on a persons experience, education and trainings. And that it involves no gender discrimination. The glass ceiling is also caused by different other factors such as sexual harassment, limitations in the old boy network, work and family balance, Describing sexual harassment, (Dunwoody-Miller and Gutek 1985). Sexual harassment could also be described in a work place other then abusing, but also such as humiliation in front of other people. Mostly within a work force with a larger number of men, the women could be humiliated for what they said in a crowd which they could feel sexually harassed. In most cases, it could be their seniors doing it. But unfortunately, most are un1ware of the policies of an organization on whom it has to be reported for which some chooses to leave the organization. The informal social group which has the high connection with the management allowing them for easier promotions and higher positions are described as The boy network (Oakley, 2000). Thus in the hospitality industry, a lot of women complain that they are excluded from this informal groups where by the old boy net work also limits the opportunities of growth to the women. Unlike the men, the women are also mostly responsible for the family as well as work. In order to balance out their work life as well as family life, the woman either try to find helpers or nannies to manage the homes or chooses jobs with lesser responsibilities and time that has to be spend in the work. (McGrath, 1999; Higgings et. al, .2000).

Mid-Term Break - Seamus Heaney On my first Sonne - Ben Jonson Which Ess

Mid-Term Break - Seamus Heaney On my first Sonne - Ben Jonson Which poem expresses the experience of grief best? On my first Sonne is a very direct way of expressing the grief that occurs when a child in the family dies. It is about the feelings that Ben Jonson goes through, and the poem describes his emotions and thoughts in detail. On the other hand, Mid-Term Break uses indirect ways to portray grief, by describing events that happen after the death. "Farewell, thou child". On my first Sonne openly addresses the deceased boy in the poem. The poem is to him, and about him. Ben Jonson uses faith to help him through the bereavement. Biblical phrases ("child of my right hand", "my sinne was" and "all his vowes") are scattered through the text. Jonson's thoughts are deeply Christian ("tho'wert lent to me" and "the state he should envie"). "O, could I loose all father, now." Here he candidly expresses his feelings by crying out to God. He speaks bluntly about the grief he is experiencing, and tries to reason with it as well by using Christianity concepts, "For why / Will man lament the state he should envie?". He curses himself for putting too much love and faith into the boy, almost believing in him too much ("my sinne was too much hope of thee, lov'd boy"). I think that On my first Sonne is a poem towards God and the deceased, but it is written for the comfort of Ben Jonson himself, to reassure him about his son's death. The poem is very emotional, and very involved. On my first Sonne uses a regular rhythm, with occasionally rhymes. This creates a profound effect, and this in emphasised in certain places, for example "and I thee pay / Exacted by fate, on the just day." The regularity of the rhy... ... time to think about his brother's death, and then approaches his brother alone. The phrase "wearing a poppy bruise" has overtones of death (poppies are associated with Remembrance day), but also the fact that he is "wearing" a bruise rather than having a bruise indicates that he is not normally in that state, and the poet does not see him as such. The rhythm works best in this poem in the final line, "a four foot box, a foot for every year". The slow pace stresses the tragedy of the event, and gives an insight into the mind of the poet, after he has had a chance to think about it. In conclusion, I believe that the poem Mid-Term Break the experience of grief better than On my first Sonne, because I prefer an indirect approach to the emotions surrounding bereavement. The style of writing and context make it more modern, and makes it seem more relevant.

Going Beyond Pain in Chris Crutchers Stotan Essay -- Crutcher Stotan

Going Beyond Pain in Chris Crutcher's Stotan High school buddies and members of the swim team Walker, Nortie, Lion and Jeff accept the challenge to participate in Stotan week, a week of rigorous swim training that pushes them beyond physical pain and tests their moral fiber, changing their lives forever.   In the novel Stotan   by Chris Crutcher a team of teenagers and best friends brace themselves for what’s going to be the hardest week of their lives mentally, physically, and emotionally.   A â€Å"Stotan† is a cross between a stoic and a Spartan.   Through this time of hardship they learn about friendships, relationships, dealing with cancer, racism, and physical abuse.   Each of the four best friends learn more and more about each other and help each other when they need help.   They come together as a group, team, and family.   Each of them have a tremendous conflict that can not be resolved with just one persons help.   They all help each other repair the emotional scars if one of them were suffering.   They all have one thing in common which was that they all want to be the best they can be and being so determined.   In Stotan By Chris Crutcher four boys Walker, Jeff, Nortie, and Lion experience a time of emotional and physical turmoil with the only way to overcome these barriers is to come together as a team with determination in mind.     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   One of the team mates with a conflict that needed to be resolved is Lion.   Lion lives alone in a tiny apartment with a hot plate.   He gets lonely sometimes and the only things that stop him from getting depressed are swimming and being with his best friends Walker, Jeff, and Nortie.   They never talk about Lion’s life but he knows that they life him for who he is not becau... ...cause of this amazing unity of the team Nortie is still alive.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In Stotan By Chris Crutcher four boys Walker, Jeff, Nortie, and Lion experience a time of emotional and physical turmoil with the only way to overcome these barriers is to come together as a team with determination in mind.   Lion was suffering from depression, Jeff was dying, Nortie was suffering mentally, and walker was suffering emotionally but as a team they all came together and resolved eatch others problems.   The unity the team had was unbelievable and helped save a life and helped solve problems.   Determination also helped the high school seniors by not letting them slip or fall climbing the mountain of success.   The four team members got through a week of grueling pain mentally and physically by coming together as a team with determination in mind to push themselves to maximum.  

Race-Based Internment and Korematsu Essay

The internment of Japanese-Americans following the Japanese attack on Pearl Harbor was shameful not only because of the fact that it was allowed to happen, but mostly because it was a national public policy joined in by all branches of the American government. President Roosevelt initiated the policy as the head of the executive branch by issuing executive orders declaring zones of exclusion for people of Japanese backgrounds, curfews, and even relocation programs to what some scholars have referred to as quasi-concentration camps. The legislative branch failed to protect the rights of these Japanese Americans; instead, â€Å"On March 21, 1942, Congress ratified and confirmed Executive Order No. 9066, which authorized criminal penalties for persons disobeying exclusion orders† (Justl, 2009, p. 272). Ultimately, with both the executive and legislative branches having failed to protect or defend the rights of American citizens of Japanese ancestry, the United States Supreme Court would be called upon to decide whether these orders and policies were in violation of the American constitution. To be sure, the notion that Americans could be rounded up and compelled through force to confined in internment camps seems to offend the dearest principles of American liberty and justice. Hoping that the judicial branch would extend the constitutional guarantees to American citizens of Japanese ancestry, a man named Korematsu filed suit alleging that these orders and policies violated the American constitution in a case now well-known as Korematsu v. United States. This particular case originated when an American citizen, who was born and raised in San Francisco, openly refuse to obey the exclusion order issued by President Roosevelt. Korematsu was loyal to the United States, having volunteered for military service though rejected because of health limitations, and there existed absolutely no evidence that he posed even a minor threat to American national security. He was allegedly subject to the exclusion order purely because of is Japanese ancestry. Korematsu was gainfully employed, he had a girlfriend who was not of Japanese ancestry, and he took deliberate steps to avoid and later challenge the constitutionality of the exclusion order. Ultimately, he was arrested and relocated to an internment camp. Specifically, he was arrested because he refused to leave an area open to others but closed to those of Japanese ancestry and because he refused to voluntarily report to an internment camp. The judicial branch, like the executive and legislative branches before, failed to protect the rights of Japanese-Americans; indeed, â€Å"the Supreme Court upheld the exclusion order and Korematsu’s conviction† (Justl, 2009, p. 274). Significantly, however, the Supreme Court’s decision was a six to three majority rather than a unanimous decision. The majority reasoned that war constituted a national emergency and that certain laws and orders designed to prevent spying or sabotage were sufficient bases upon which to restrict or eliminate individual rights protected in the constitution for the duration of the emergency. This case and its rationale still functions as a landmark type of legal case because it stands for the proposition that the constitutional rights of Americans can be suspended in times of national emergency. The minority opinions, recorded in dissents in the Korematsu case, argued that these laws were racist that they offended American ideals, and that the rights guaranteed by the American constitution ought to always apply regardless of alleged fears and national emergencies. This case effectively allows the judicial branch to relinquish its sacred duties as guardian of the constitution in national emergencies; this, in turn, gives the executive and legislative branches powers perhaps not intended when the founders of the constitution sought to create a stable balance of powers. In the final analysis, the Korematsu case is troubling because it stands for a legal principle that transcends its origins. More particularly, it can be seen in contemporary times that the War on Terror has been used as an indefinite type of national emergency to restrict or eliminate rights for American citizens even though the main enemies have been defined as foreign nationals. Arab-Americans and Muslims have in this way replaced the Japanese-Americans of World-War Two. Additionally, the recent oil spill in the Gulf of Mexico has been treated as a type of environmental national emergency and the media has been restricted by the American Coast Guard from covering the story on-site. Korematsu is a tragedy both because of the individual harm done to Fred Korematsu and because it continues to stand for a proposition to the effect that politicians can cry â€Å"national emergency† in order to suspend or eliminate constitutional rights for different classes of American citizens. It is perhaps time that the Supreme Court reasserts its intended role as a true guardian of the constitution by accepting a case challenging the Korematsu precedent so that it can eliminate the vague national emergency exception. References Justl, J. M. (2009). Disastrously Misunderstood: Judicial Deference in the Japanese-American Cases. Yale Law Journal, 119(2), 270+. Retrieved June 2, 2010, from Questia database: http://www. questia. com/PM. qst? a=o&d=5036190287

Food security Essay

The role of urban agriculture in food security and healthy nutrition is probably the most important asset. Production of food in cities is in many cases a response of the urban poor to inadequate, unreliable and irregular access to food, and the lack of purchasing power. Urban agriculture, to a large extent, complements rural agriculture and increases the efficiency of the national food system in that it provides products that rural agriculture cannot supply easily. For instance perishable products that require rapid delivery upon harvest can be produced in cities where facilities are readily available. Environmental Urban agriculture has helped a lot in maintaining the environment that has been depleted so much. This can happen in several ways. For instance farmers use waste water for irrigational purposes in their farms. However farmers need to be trained in self protection during handling of the waste water, proper crop selection and adequate irrigation methods, among many other things. Farming in urban areas means rehabilitating the already depleted lands in the urban areas. By doing this, the farmers are able to help save the environment that has been wasted by pollution (DeWalt, 1985). 4. Case study, Washington D. C Urban agriculture was part of an historical welfare system during the 18th and 19th centuries in Washington D. C. Urban residents had access to areas of urban agriculture land that was distributed to meet the needs of urban inhabitants and all the people who lived in Washington D. C. Individuals who lived in and around the city had adequate land to practice urban agriculture (Ross, 2007). The history of urban agriculture in Washington was mainly meant to help reduce the number of poverty cases in the city (Ross, 2003). The growth and development of allowance gardens in Washington during the 20th century was in similar ways objectively aiming at supporting urban working class families and individuals. The problem today aims in the same direction, where growth and development of urban agriculture in Washington, more especially in low income areas, relates to problems of food quality, social welfare and public health. Nevertheless, urban agriculture in Washington today is made up of an increasing urban demand for organic local food production, particularly among the urban middle societies. Historically in Washington, a small number of upper class urban residents had access to very large areas of land (Ross, 2000). This group was not producing for self-support in first hand, but had the requirements of selling part of their locally produced harvest, as food was difficult to transport. Urban agriculture in Washington has thus had many functions of social welfare and commercial activity. Interesting historical lessons and comparisons can be made as we discuss the function and role of urban agriculture in Washington today (Ross, 1978). 5. Challenges and implementation Urban agriculture has faced a lot of challenges despite its many positive impacts. The use of waste water for irrigation without careful treatment and monitoring can result in the spread of diseases among the population. This has been a challenge to the urban agriculture and it has reduced the attitude of the urban residents towards the food products from urban farmers. Cultivation of food crops on contaminated land can cause health hazards for the consumers (Bell, 1998). This has led to decrease in demand of the urban agricultural products and it is the whole concept that lacks the benefits that it deserves. The cultivation of food crops and the rearing of animals along road sides facilitate the distribution of products to local markets. However, this poses some health risks since it exposes foods to a number of pollutants such as car emissions. It is evident that urbanization and agriculture are very incompatible. There has been stiff competition for the urban agriculture, for labor and resources, and it is unfortunate most individuals prefer to work in an industry or firms than to work in farms. This has led to poor labor as a factor of production and what results is the poor output in the food production. The practice of urban agriculture has been criticized by those who believe in industrial food production. The critics argue that food can be produced at larger volumes and perfect quality in a more efficient and sustainable way. This criticism has led to many people lacking trust in the urban agricultural products (Bell, 1998). The only mean of implementing the methods of urban agriculture will be through educating the public about the importance of embracing the culture. Addressing issues on genetic applications in food production will be important in acceptance of the novel technologies by the public. The companies applying advanced technologies in agriculture should not hide anything from the farmers (Clark, 1999).Water treatments systems should be improved to ensure that water used for agricultural food production is safe for human health. Reference: Amin, S. (2002). Africa: Living on the Fringe. Monthly Review (March), pp. 41-50. Retrieved May 4, 2010 from, http://polisci. osu. edu/faculty/mcooper/ps597readings/Amin. pdf Bell, J. (1998). A Greener Than Green Revolution? Seedling (Newsletter of GRAIN Retrieved May 3, 2010 from, http://www. grain. org/publications/dec982-en. cfm Bruno, K. (1992). The Corporate capture of the Earth Summit. Retrieved May 3, 2010 from http://multinationalmonitor. org/hyper/issues/1992/07/mm0792 07. html Clark, E. (1999). Ten Reasons Why Farmers Should Think Twice Before Growing GE Crops. Retrieved May 4, 2010 from, http://www. plant. uoguelph. ca/research/homepages/eclark/10reasons. htm DeWalt, B. (1985). Mexico’s Second Green Revolution: Food for Feed. Mexican Studies / Estudios Mexicanos, 1(1):29-60. FAO. (n. d). Overall strategic framework. Retrieved May 4, 2010, from http://www. fao. org/docrep/X3550e/x3550e03. htm Feder, E. (1970). Counterreform. In Rodolfo Stavenhagen, Agrarian Problems and Peasant Movements in Latin America. Garden City, NY: Doubleday. Retrieved May 4, 2010 from, http://www. ditext. com/feder/counterreform. html Langevin, M & Rosset, P. (1997). Land Reform from Below: The Landless Workers Movement in Brazil. Retrieved May 4, 2010 from, http://www. mstbrazil. org/rosset. html Martine, G. , Guzman, J. M. , & Schensul, D. (2008). The Growing Food Crisis: Demographic Perspectives and Conditioners. Retrieved May 4th, 2010 from http://km. fao. org/fileadmin/user_upload/fsn/docs/UNFPAFoodCrisis_Demographics Nov19-versionMarch20. pdf Neondo, H. (2003). Kenya-Experts call for Urba