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Brand‐building: finding the touchpoints that count

Suzanne Hogan (Senior partner, with over 25 years of experience in identity and brand image strategy, at Lippincott Mercer, a leading design and brand strategy consultancy. Her expertise encompasses global brand management; merger, acquisition and spin‐off brand strategy; brand positioning and image; communications planning; and implementation programs (suzanne.hogan@lm.mmc.com).)
Eric Almquist (Senior partner at Lippincott Mercer specializing in brand equity assessment, brand strategy, brand transition management and marketing management. Prior to joining Lippincott Mercer, Eric was a vice president at Mercer Management Consulting, where he was a member of the firm's Strategic Capabilities Group (eric.almquist@lm.mmc.com).)
Simon E. Glynn (Senior partner at Lippincott Mercer with 13 years of consulting experience for clients in all major European markets. Based in London, he specializes in brand strategy, execution and branded customer experience linked to business strategy, customer strategy and organization (simon.glynn@lm.mmc.com).)

Journal of Business Strategy

ISSN: 0275-6668

Article publication date: 1 April 2005

Abstract

Purpose

This paper examines how leading companies are building brands through comprehensive analysis and judicious improvement of the customer experience.

Findings

In the bid to build a world‐class brand, it's tempting for managers to invest everywhere that the brand touches customers. The “do everything’ approach rarely works well, however, because resources are spread too thinly to be cost‐effective. Our research shows that leading brand‐builders such as Citibank and Coach take a more selective, deliberate approach, adhering to several management principles that we have identified: they focus on the most important customers to their business enterprise; they concentrate investments on the customer touchpoints that will do most to increase brand equity and raise profitable demand; they set realistic goals for implementation and focus on changes that are easier to implement; they revisit their performance on a regular basis and make their brand program self‐sustaining and adaptive.

Practical implications

By using the right customer data and analytical tools, companies can identify and support the brand touchpoints with the highest ROI.

Originality/value

Of particular value to brand managers, marketing managers and financial strategists.

Keywords

Citation

Hogan, S., Almquist, E. and Glynn, S.E. (2005), "Brand‐building: finding the touchpoints that count", Journal of Business Strategy, Vol. 26 No. 2, pp. 11-18. https://doi.org/10.1108/02756660510586292

Publisher

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Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited