Page 227 - Design for Six Sigma for Service (Six SIGMA Operational Methods)

196 Chapter Eight

3. Limitation on brand extension: An overly strong association to par-
ticular product attributes may limit the ability for a brand name to
extend to other fields. For example, both GM and Ford have strong
financial arms, and they make a profit out of them. However, they are
mostly automobile-related financial operations. Because of the over-
whelming brand association with the auto industry, if would be hard for
them to stretch into non-auto-related financial operations in a big way.
4. Limitation on business strategy change: An overly strong association
to particular product attributes will limit a brand’s ability to respond to
changing markets. The Atkins brand is closely associated with the
Atkins diet theory. It is doing fine today. However, if the Atkins diet
theory becomes out of favor, this brand will have a big problem.

Therefore, it is important for a brand name to address other perspectives of
brand identity.

The Brand as Organization
The brand as organization perspective focuses on attributes of the organization
rather than on those of the product or service. Such organizational attributes as
innovation, a drive to quality, and concern for the environment are created by
the people, culture, values, and programs of the company. Some organization-
related attributes can also be related to product; for example, innovation and
quality could also be related to product design. However, when these attributes
are related to the organization, they usually mean different things such as
culture and values. For example, Toyota’s lean manufacturing principles are
easy to copy from a procedural point of view; however, it is Toyota’s culture
that is really difficult to imitate. And this is why so many companies want to
implement lean manufacturing but fail to reach its full benefits (Liker 2004).

Organizational attributes are more enduring and more resistant to com-
petitive claims than are product attributes. First, it is much easier to copy a
product than to duplicate an organization with unique people, values, and
culture. Second, organizational attributes usually apply to a set of product
classes, and a competitor with a single product class is difficult to match.
Third, the organizational attributes such as an innovative and quality culture
are difficult to measure and communicate, so it is difficult for a competitor
to convince consumers that it has closed a conceived gap.

The Brand as Person
The brand as person perspective suggests a brand identity that is richer and
more interesting than one based on product attributes. Like a person, a brand
can be perceived as being upscale, competent, impressive, trustworthy, fun,