At this early phase, an introduction has been established between a consumer and a brand, and typically the acquaintance relationship will remain without further development. If the consumer and the brand hit it off they may decide to take the next step; however 9 out of 10 brands never get past the "NEW" stage. This phase is costly as brands typically underestimate the costs of breaking through the clutter, building awareness, bringing products and services to market, and gaining mind share amongst their customers. Money is not flowing in, but expenses are high.
During "DATING", the consumer begins to trust and care about the brand. A sense of intimacy has begun and consumer preference, meaningful relationships, and competitive uniqueness are all growing. Compatibility and clarifying factors (like common background and goals) will influence whether or not the nurturing of the relationship will occur. While great risks remain, valuations begin to increase as the brand's promise becomes more evident. Market value grows as the brand's perceived future value and consumer relationships blossom. Often, competition becomes fierce and the race to gain market share through innovation and marketing can become expensive.
Being at "LOVE" has many benefits. It is generally a long, relatively stable period when continued growth and development will occur. When a brand achieves "love", its intangible value, operating margins, EBITDA and loyalty are maximized. Brands in this stage can support their current and drive future market share. This relationship must be maintained - brands can become complacent while others enter the brandsphere and present competitive challenges. Here, brands can command a premium price, maximizing both their revenues and profitability, including the ability to expand into adjacent categories, markets, and constituencies.
Brands at "BOREDOM" tend to show early signs of trouble. Consumer resentment and dissatisfaction may surface, and brand promiscuity can settle in. Loss of trust and betrayals may take place as the downward spiral continues. Here, brands are often focused on short-term objectives at the cost of building future growth. Innovation tends to be minimal, and the negative impact to a company's finances is significant. Margins erode as pressure to reduce pricing sets in, and brands may no longer command a premium as market value sinks.
This final stage marks the end of the relationship, with the consumer choosing to dissociate completely from the brand. At "DIVORCE", brands are irrelevant, having no equity, competitive uniqueness, or intimacy with customers. The financial implications of being at "divorce" are severe, with extremely low market valuations and eradicated margins. The costs to rebuild consumer confidence at this stage are often greater than those of a startup.
Current brand positioning/opportunities & vulnerabilities.
Brand equity both within category and category agnostically across national brandscape - 200 categories, weekly.
Stage of development across the relationship cycle.
Portfolio and relationship between sub-brand and parent brand.
Size and profile of engagement segments.
Brand Balance Ratio (BBR)
Talk/Listen Ratio (TLR)
Pricing Power Ratio (PPR)
Customer Quality Composition (CQC)
Resource allocation across marketing mix.
Strategic partnership alignment.
Customer Acquisition / retention.
Total Shareholder Value (TSR).
Instant brand equity perceptions, connection levels and ongoing monitoring capabilities at the local, national and international levels.
The BERA platform is available on smartphone, tablet and browser for immediate access.
Instructional videos accompany each dashboard for easy assessment.
Instant GEO-locator recognition capabilities for immediate local trading area results based on the user's location.
Easily annotated and shared comments on dashboards in sticky note format.
Instantly compare and filter customer loyalty and demographic segments.
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