COP3: Design Boards

COP Practical: Time Plan for Project

Time plan for COP project

COP Practical: Synthesis Statement

This practical project aims to develop a new brand stratergy and direction for the troubled Morrisons brand and use the theories of Aaker and Kapferer to define and guide the new brand identity. The project uses the brand identity theories described in the essay and applies them to demonstrate how these are used to build a strong brand identity.

The project is not a full set of graphic standards and identity guidelines, but more an investigation into how the theories are used to define a clear brand stratergy. Further development could be explored into how the full identity would be implemented, however for a brand such as Morrisons this would be an extremely large project due to the range of products, store enviorments and different communication chanels.

COP Practical: Store Interior Visual Research

The following images represent the market direction that the new Morrisons brand could take if developed further into the full brand identity. Morrisons started as a market trader and currently try to reflect this in thier stores, however this image is not presented in an effective way and the supermarket seems the same as any other supermarket chain. To distinguish the brand the proposal would be to implement a store refit programme that demonstrates the brand essence and core identity through it. By analysing the brand as product concept defined by Aaker it can be identified that this brand extension would serve to influence brand image which is one of the key goals of the rebrand.

COP Practical: Brand Image Model

Brand identity represents how the brand wants to be perceived, it leads brand image and is situated on the sender’s side. The way a brand is perceived by its customers is key to it success. To drive positive brand association that customers know and trust, requires recognizable brand associations in the mind of customers, without a discrepancy in the brand elements. The brand perception, or in other words the brand image, is therefore always on the receiver’s side (Kapferer, 2007:99).

It is necessary to have a clear and objective self-image of the brand identity in order to influence the desired set of brand awareness, perceived value and brand image. According to Van Gelder brand identity declares; its background, its principles, its purpose and its ambitions. For that reason brands need to be managed for consistency and vitality (Gelder, 2005:35). Hence the identity concept, the promise to a customer, plays a crucial role within the brand management process as a brand needs to be durable. The brand must deliver coherent signs and products and it needs to be realistic (Kapferer, 2007:106). Brand image can easily change over time where brand identity represents long lasting values of the brand. From that perspective brand image is more a tactical asset, whereas brand identity fulfils a strategic asset role (Kotler & Pfoertsch, 2006:94).

COP Practical: Aaker's brand identity model

Aaker developed his brand identity model around four different perspectives and 12 dimensions. See figure 16. Brand managers should have an in-depth understanding of the brand identity from different perspectives before they are able to clarify, enrich and differentiate the brand identity. Aaker distinguish the following perspectives (Aaker, 2000:78)

Brand as a product:
The product related attributes will by nature have an important influence on brand identity due to the fact that they are linked to user requirements and product experience. Aaker addressed six dimensions within this group (Aaker, 2000:78-82).

Brand as an organization:
By looking at the brand as an organization, brand managers are forced to shift their perspective from product to organization attributes. These are less tangible and more subjective. Attributes as CRM, innovation, perceived quality, visibility and presence can contribute significantly towards value propositions and customer relationships. Aaker addressed two dimensions within this group (Aaker, 2000:82&118).

Brand as a person:
Brand as a person is a perspective as if the brand was a human being. Brand personality is a very distinctive brand element and extensively used in many brand equity models. For that reason it is described in next paragraph 2.3.4. Aaker addressed two dimensions within this group.

Brand as a symbol:
Brand as a symbol can capture almost anything that represents the brand. A strong symbol can fulfil an important and even a dominate role in brand strategy. Symbols are very strong if they involve a recognizable, meaningful and trustful metaphor. Aaker addressed two dimensions/three types within this group.


The hart of the model contains the brand essence, core identity and extended identity.

The brand essence:
The brand essence captures the brand values and vision in an ambivalent timeless identity statement. Aaker sees this as the internal magnet that keeps the core identity element connected (Aaker, 2000:43-47).

The core identity:
The core identity represents the essence of the brand and contains the associations that are most likely to remain constant over time. Ultimately, as a result the core identity elements make the brand sustainable, unique and valuable(Aaker, 1996:85-89).

The extended brand identity:
The extended brand identity fulfils a completeness and texture role to funnel the ambivalent core identity into a consistent direction of the brand. Where core elements are timeless, the extended identity contains elements that do not belong to the timeless foundation of the brand identity (Aaker, 1996:85-89).

COP Practical: Kapferer's Brand Identity Prism

The six facets of the identity prism define the brand identity from different perspectives and sets the boundaries within it is free to change or to develop in time (Kapferer, 2007:107-112). The six facets of the identity prism can be described as;

Physique:
An exterior tangible facet communicating physical specificities, colour, form and brand qualities. Physique is the starting point of branding and therefore it forms the brands backbone.

Personality:
An internal intangible facet which forms the character, soul and brand personality which are relevant for brands.

Culture:
An internal intangible facet to integrate the brand into the organization which is essential in differentiating brands.

Relationship:
An exterior facet with tangible and intangible areas, and defines the behaviour that indentifies the brand – the way the brand connect to its customers.

Reflection:
An external intangible facet reflecting the customer as he or she wishes to be seen as a result of using a brand. So called: the target outward’s mirror.

Self-image:
An external intangible facet reflecting the customer attitude towards the brand. These inner thoughts connect personal inner relationship with the brand. So called: the target internal mirror.

Brands will evolutes in time in a certain direction. To manage and balance identity changes across the facets in a guided and preferred direction, organizations need to understand the key brand drivers and “raison d’être”. Kapferer has captured this in a three-tier pyramid where he positioned the identity prism is the pyramid. See figure 15. The pyramid counts 3 layers of freedom and flexibility; (1) the brand kernel, (2) the brand style, (3) the brand themes, acts and products. The flexibility and freedom of change decrease from the bottom to the top. The pyramid concept enables differentiated change management across identity facets by grouping them in a pyramid layer (Kapferer, 2007:222-224)

COP Practical: Module Evaluation

During this module I have conducted research into different theories and opinions from leading figures in brand identity, in particular research has been conducted into the theories of brand identity from Aaker and Kapferer to underpin the arguments within the written dissertation. As a result of the research conducted I have gained a greater understanding of brand identity and brand stratergy, which I feel will inform and expand my current working practice.

Overall I feel this module has gone well and I have gained a much greater understanding of brand identity and the different areas that contribute to make a brands identity. In particular the theories of Aakers identity model and Kapferer's brand identity prism have provided me great insight into the building blocks that make up a brands identity. Brand positioning is another key concept that I have discovered and I believe that knowledge in this area will help inform my work going forward. This module in particular has provided me with a good theoretical foundation to build from and I feel that an understanding of brand theory will help me in achieving my particular carreer goals.

Challenges for this project have been in academic writing and how to properly conduct research to form arguments for an academic dissertation. I feel that more development in this area would benifit me if I decided to move onto further study at masters level and would inform my design practice due to the need to form a solid research methodology.

To improve my working practice I am going to conduct further research into brand theory and attempt to gain a much greater understanding of the various different brand models that have been defined by Aaker and Kapferer. I feel that doing this would provide me with a greater specialism within my work and would help position me in my chosen field of practice which is brand identity.

COP Practical: Supermarket Research

The UK supermarket sector is dominated by 4 major brands; Tesco, Asda, Sainsburys and Morrisons, however in recent years the other major players include discounters Aldi and Lidl and high-end supermarket Waitrose are gaining market share rapidly, while the big four are losing out. Each of these brands appeal to a different target market and are all fighting for increased market share in this highly lucrative and competitive market.

Below is a short summary of who the current customers are for each retailer and what area of the overall market they occupy.

Asda is the third largest of the big four with a 16.8% market share and is a low-price, mass market retailer. It's target customers are predominantly female aged 40-54, who have children and have a disposable income of less than £125 per month.

Morrisons are the fourth biggest retailer in the UK and currently hold a market share of 11.3%. Thier current customers are predominantly females aged 55+, who have children and a disposable income of between £125 - £499 per month.

Sainsburys is the second largest of the retailers with a market share of 16.9%. Thier current target market are aged 55+, who have children and a disposable income of between £125 - £499 per month.

Tesco is the largest retailer in the UK and currently has a market share of 29.1%. It's current target customer is aged 25-39, who have one child and a disposable income of between £125 - £499 per month.

Waitrose is the sixth largest retailer in the UK and currently has a market share of 5.1%. It's current target customer is aged 55+, who have one child and a disposable income of £1,000 per month.

COP Practical: Supermarkets Positioning

In the UK each supermarket brand holds a different position in the minds of consumers and being able to hold and maintain the correct position is essential for the Morrisons brand to survive. Currently Morrisons brand sits in the lower quality and mid-price quadrants, which for any retailer is not a desirable position to hold.

For the rebrand the goal is to move Morrisons perception from low-quality, mid-price to high-quality mid-priced which will give consumers a reason to shop with Morrisons. My argument is that the reason for Morrisons poor financial performance year on year is to do with the reality that currently Morrisons is not giving consumers a reason to shop with them and is offering no value proposition resulting in the brand being confused.

The Morrisons brand would benefit from an overhaul their offering and to give consumers a high-quality shopping experience at a reasonable price. Then select the correct tone of voice and brand identity to communicate these changes.

COP Practical: Logo development