ADV 2151 Lecture Notes - Lecture 7: Accenture, Arthur Andersen

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emeraldclam888

5 May 2018

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• Proactive Rebranding

o Sometimes a company sees a reason to rebrand to seize an opportunity or

thwart potential threats in the future

o Predicted Growth

▪ When a company is preparing for expected growth, it might rebrand

products and services into a consolidated brand.

▪ This is often done for consistency and to save money over time.

▪ This type of rebranding is also done when a company simply needs to

create a greater sense of brand unity across its business.

o New line of Business/Market

▪ When a company enters into a new line of business or market that is not

cohesive to the existing brand identity, a rebranding might be in order.

▪ Ex - Apple (Apple Computers) As the company evolved into new lines of

business beyond computers, the original brand name was too restrictive.

o New Audience

▪ When a company wants to appeal to a new audience, a rebranding might

be necessary.

▪ The rebranding might not require an actual name or logo change.

o Relevancy

▪ Whe a opa realizes its rad is losig relea i osuers’

minds, it might be time to rebrand.

▪ Ex. Yellow pages With the use of printed Yellow Pages directories

declining, Yellow Pages rebranded to YP and began to focus more

attention on the digital space making it significantly more relevant.

• Reactive Rebranding

o Companies rebrand in reaction to an event that is so significant that the existing

brand must be changed.

o Merger or Acquisition

▪ When companies merge or acquire other companies (and even when

they break apart), rebrandings are often required.

▪ Ex.

Coast’s Purhase of NBC

o Legal Issues

▪ There are a number of different legal issues that could cause a

company to rebrand.

▪ Trademarks are often at the root of these reradig eaples. That’s

h it’s so iportat to odut a ehaustie tradeark searh ad

obtain the trademark rights to your brand name before you launch it.

o Competitive Influences

▪ Soeties a opa’s opetitors’ atiities a e the atalst to a

rebranding.

▪ When a competitor renders your brand useless or dated, a rebranding

could help you regain a foothold in your market and give you the facelift

you need to effectively strike back.

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Document Summary

Co(cid:373)(cid:272)ast"s pur(cid:272)hase of nbc: legal issues, there are a number of different legal issues that could cause a company to rebrand, trademarks are often at the root of these re(cid:271)ra(cid:374)di(cid:374)g e(cid:454)a(cid:373)ples. It was part of a larger company along with the accounting firm arthur. Andersen that was tied to the collapse of enron. Andersen consulting was granted independence from its parent company in 2000, and on new. Year"s da(cid:455) (cid:1006)(cid:1004)(cid:1004)(cid:1005), the (cid:272)o(cid:374)sulti(cid:374)g (cid:272)o(cid:373)pa(cid:374)(cid:455) (cid:449)as re(cid:271)or(cid:374) as a(cid:272)(cid:272)e(cid:374)ture: a corporate (re)branding project can be broken down to 9 key steps, establish the reason for (re)branding. Be sure to have plans in place for potential negative backlash a new brand can cause: launch the new brand internally. Provide training and education to employees and ensure employees understand, buy into, and advocate the new brand: 7. Ensure first-line employees are extremely well-versed in and supportive of the new brand identity: 8.

Related Questions

7. If a survey is to be conducted to determine businessesâselection criterion for choosing PC and network communicationsproducts, which survey method should be used and why?

8. Design a questionnaire for determining businessesâ selectioncriterion for choosing PC and network communications products.

INTEL: Building Blocks Inside Out

The Intel Corporation (www.intel.com) was founded in 1968 tobuild semiconductor memory products. It introduced the worldâsfirst microprocessor in 1971. Microprocessors, also referred to ascentral processing units (CPUs), often are described as the âbrainâof a computer. Today, Intel supplies the building blocks for thecomputing and communications industries worldwide. These buildingblocks include chips, boards, systems, and software, and they areused in computers, servers, and networking/communications products.Most of Intelâs customers fall into two separate groups: theoriginal equipment manufacturers (OEMs) and the PC and networkcommunications products users. The OEMs manufacture computersystems, cellular handsets and handheld computing devices,telecommunications and networking communications equipment, andperipherals. The PC and network communications products usersinclude individuals, large and small businesses, and serviceproviders, who buy Intelâs PC enhancements, networking products,and business communications products through reseller, retail,e-business, and OEM channels. Intel is an increasingly globalcompany. Only 35 percent of its revenues are from North America,whereas Asia and Europe comprise 31 percent and 25 percent,respectively. Revenues for fiscal year 2010 amounted to $43.62billion. Intel has shown phenomenal growth as a company. Much ofIntelâs success can be attributed to innovation within itsmarketing department. This innovation was required to overcomeseveral obstacles. The main problem Intel faced was trying to sellan ingredient brand, which is a component of a larger product.Thus, the difficulty is in reaching consumers that will never seeyour product and might not even know what it does or why it isthere. Intel began marketing research in the 1980s because it washaving difficulty with its customers not upgrading from the 286 tothe 386 microprocessor. Marketing research showed that this was dueto a lack of customer awareness, and Intel set out to change that.It conducted a small but effective advertising campaign. In fact,in the process it realized that it had inadvertently created abrand in Intel. Because of the success of this small campaign,Intel began to realize the importance of marketing and marketingresearch and started to focus more effort and money on these areas.Marketing research revealed that in order to be effective in itsoverall marketing campaign, Intel would have to reach the consumersand convince them that what was inside the computer was asimportant as what was on the outside. This became the key elementof the âIntel Insideâ campaign conducted during the early 1990s.This slogan helped Intel put a name with its products, and ithelped it encompass several of its products under one title.Furthermore, marketing research showed that it would be mosteffective to cross-market with its technology partners. This wouldhelp consumers understand the products that Intel helped make up.It did this by including the âIntel Insideâ logo in its partnersâads. It also helped fund these advertisements. A problem withincluding its slogan in other ads is that Intel did not want tointrude on the commercials. It decided to help make the small logosink in by accompanying it with a jingle every time it wasdisplayed. This jingle has become extremely recognizable andsynonymous with Intelâs slogan. All of this helped Intel realizeits goal of increased consumer awareness. Longitudinal measurementof advertising effectiveness via marketing research revealed thatthe âIntel Insideâ campaign was very effective. Intelâs next ideawas to come up with a name for its microprocessor. This would helpit to avoid using the numbering scheme, which was nonpatentable,and to find a name that consumers could identify their processorswith. After extensive marketing research, Intel chose the nameâPentium,â which it found generated positive reactions with itsconsumers. Intel has been marketing its processors under this nameever since. Between 1990 and 1993, Intel invested $500 million inadvertising to build its brand equity. By 1993, 80 percent ofpeople in the United States recognized Intel and 75 percent hadpositive feelings about the brand. Most important, 50 percent ofconsumers looked for the brand when they were shopping. By 1994,Intel had captured 95 percent of the microprocessor market, due inlarge part to its marketing efforts. Intelâs market share formicroprocessors slipped to about 80 percent in 2005 as a result ofincreased competition from its main competitor, AMD. On December30, 2005, Intel announced a major overhaul of its corporate andproduct branding, a move designed to symbolize the chip makerâstransformation into a supplier for products beyond personalcomputers. The changes included a new version of the companyâs bluelogoâwithout the lowered âeâ that had long been a part of Intelâsbrandingâalong with a new tagline, âLeap Ahead.â As of 2006, Intelno longer used the well-known âIntel Insideâ logo. In 2009 tobetter align major product groups around the core competencies ofIntel architecture and manufacturing operations, Intel reorganizeditself into nine operating segments. The increased competitionmakes Intelâs marketing research efforts more important than everas it attempts to preserve its dominant place in the market. Intelhas been able to be very successful because of its focus ontechnology, brand image, and brand equity. Intel still faces futurechallenges, including increased competition, the opening of newmarkets, and the development of new products. Intel will continueto rely on marketing research to meet these challenges. ConclusionMarketing research has played a critical role in Intelâs phenomenalgrowth. Marketing research was instrumental in developing the Intelbrand, designing the âIntel Insideâ campaign, and crafting the newlogo with the âLeap Aheadâ tag line. Continued reliance onmarketing research will enable Intel to enhance its image as apreeminent building block supplier inside out.

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ADV 2151 Lecture Notes - Lecture 7: Accenture, Arthur Andersen

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