Brand Development and Marketing

Brand Development and Marketing

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Brand Plan
l’hiver by Moncler
GBSB6301: Brand Development and Marketing
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Executive summary
Moncler is a well-known brand among the high society, known for their durable materials and
modern elegant style in down jackets. The following brand plan proposes a brand extension in
the same product category but in a different market. To leverage brand equity the brand
awareness of the parent brand is used. Brand extension is a key technique to shape brand image
and equity. The plan covers the launch of the brand ‘l’hiver’ in a 12-month interval, building a
base when developing a positioning strategy, outlining how to build and measure brand equity
and creating a communication strategy with a set of media activities. In order to improve brand
performance, strategic and tactical recommendations are developed.
To dominate the jacket market, Moncler enters a new market to receive market share in the
middle class segment. They follow a line of other high-priced brands but use their POPs of
quality knowledge and heritage to increase brand awareness. This report describes how they
will achieve this goal. It draws a guideline to avoid failure in the market and damage of the
parent brand equity. Utilized in the right way, it provides advantages for both brands.
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Table of Contents
Executive summary…………………………………………………………………………………………………………. II
Table of Contents …………………………………………………………………………………………………………….III
List of Tables…………………………………………………………………………………………………………………….. V
1. Introduction ………………………………………………………………………………………………………………….1
2. Assumptions………………………………………………………………………………………………………………….2
3. Positioning strategy……………………………………………………………………………………………………..3
3.1 Target market………………………………………………………………………………………………………………………3
3.2 Competitor analysis……………………………………………………………………………………………………………..4
3.3 POPs and PODs ……………………………………………………………………………………………………………………..6
4. Building Brand Equity ………………………………………………………………………………………………….8
4.1 Brand Awareness …………………………………………………………………………………………………………………8
4.2 Selection and justification of brand elements …………………………………………………………………8
4.2.1 Brand name …………………………………………………………………………………………………………………………………..9
4.2.2 Logo ………………………………………………………………………………………………………………………………………………..9
4.2.3 URL……………………………………………………………………………………………………………………………………………….10
4.2.4 Packaging ……………………………………………………………………………………………………………………………………10
4.3 Brand Image ………………………………………………………………………………………………………………………. 10
4.4 Brand Associations …………………………………………………………………………………………………………… 11
4.5 Mantra ………………………………………………………………………………………………………………………………… 11
5. Communication Strategy …………………………………………………………………………………………..12
5.1 Message and Creative Strategy……………………………………………………………………………………….. 12
5.2 Media Mix …………………………………………………………………………………………………………………………… 13
6. Measuring Brand Equity ……………………………………………………………………………………………16
6.1 Qualitative………………………………………………………………………………………………………………………….. 16
6.2 Quantitative……………………………………………………………………………………………………………………….. 16
7. Timeline……………………………………………………………………………………………………………………….17
8. Recommendations ……………………………………………………………………………………………………. 21
9. Conclusion……………………………………………………………………………………………………………………22
References ……………………………………………………………………………………………………………………….24
IV
V
List of Tables
TABLE 1 MARKET SEGEMENTATION THEIR VARIABLES TO DEVELOP THE TRAGET MARKET (STRYDOM, JOOSTE & CANT,
2007; GOYAT, 2011) ………………………………………………………………………………………………………………………………………………… 4
TABLE 2 PRIMARY COMPETITORS …………………………………………………………………………………………………………………………………………. 5
TABLE 3 SECONDARY COMPETITORS …………………………………………………………………………………………………………………………………….. 6
TABLE 4 TABLE OF POPS ……………………………………………………………………………………………………………………………………………………… 7
TABLE 5 TABLE OF PODS ………………………………………………………………………………………………………………………………………………………
8 T
ABLE 6 CORE ASSOCIATIONS ……………………………………………………………………………………………………………………………………………… 12
TABLE 7 ACTIONS TO LEVERAGE SECONDARY ASSOCIATIONS ……………………………………………………………………………………………… 12
TABLE 8 PARTS OF THE MANTRA ……………………………………………………………………………………………………………………………………….. 13
TABLE 9 MEDIA MIX ……………………………………………………………………………………………………………………………………………………………
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TABLE 10 BRAND EQUITY MODEL & MEASUREMENT BY KELLER (2006) ……………………………………………………………………….. 19
TABLE 11 12 MONTH BRAND LAUNCH PLAN (CS ODESSA, N.D.) ……………………………………………………………………………………….. 20
TABLE 12 GANTT CHART OVERVIEW BRAND PLAN FOR THE NEXT 12 MONTHS ………………………………………………………………… 21
TABLE 13 RECOMMENDATIONS ………………………………………………………………………………………………………………………………………….. 23
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1. Introduction
Moncler is a fench-italian apparel manufacturer of outerwear. René Ramillon founded the
company in 1952 in Monestier-de-Clermont, Grenoble, France, but is now located in Italy.
Over the years they have merged style with technological research and are now internationally
known for their high quality day-to-day down jackets in the high price segment. This brand
plan has been developed to launch a new brand within the same product category in order to
enter a new market. The launch of a new brand has been chosen in order to not harm the brand
equity of the mother brand `Moncler`. In optimal marketing, marketers should offer different
brands to different markets (Saxton, 2015). This brand development is a move into the middle
priced market. The proposed brand extension is to be called `l`hiver`. The focus within the plan
lies on the single geographic market `Italy`, where Monclear currently generates 18,8 % of total
revenues (Moncler, 2015). When entering a new market within the current product category a
market developing strategy is served (Ansoff, 2007).
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2. Assumptions
In regard of this report the following assumptions can be aligned within the 12 month time period
the report is referring to:
• The market will stay consistent without new competitors entering the market
• The Italian economy stays stable
• There is no budget limitation
• The market research has been carried out prior entering the market and launching the
brand
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3. Positioning strategy
Positioning strategies serve as a major source to design the consumer values and preferences
toward a brand (Sair, 2014). The ideal positioning strategy is build on the selection of unique
selling propositions in order to highlight reasons consumers should chose the brand over an
other (Sacco, 1986). Talking in terms of positioning the segmentation approach arises in order
to target the right audience.
3.1Target market
When starting the marketing process for a product the fundamental principle of segmenting the
market is: defining a target group in order to meet the needs of that target segment; and
furthermore positioning the product to that segment (Kotler & Keller, 2011). Market
segmentation is the process of splitting a big heterogeneous market into specific homogeneous
markets with similar needs (Smith, 1956) and response of some marketing mix elements
(Choffrey & Lilien, 1980). The segmentation process, therefore leads into the desirable
marketing action (Kotler & Cox, 1980). Whereas each audience segment should intuitionally
link the targeted advertisement with itself rather than linking an advertisement targeted to
another segment with itself (Aaker, 1999; Aaker, Brumbaugh, and Grier, 2000; Gronhaug and
Rostvig, 1978; Meyers-Levy, 1989; Whittier, 1989; Williams and Qualls, 1989). According to
this approach, previous research shows evidence that four bases serve as the most popular:
geographic, demographic, psychographic and behavioural segmentation (Kotler, Armstrong,
Saunders, & Wong, 2002). Shown in table 1:

Segmentation bases Variables Target market
Geographic Geographic region, size of
city, population density,
climate		 Italy (because they are based
there and have the highest
revenue within this country)
Demographic Age, gender, family size and
type, race, education		 16 +, mid income
Psychographic Lifestyle, personality, social
class		 Classy and sophisticated
people from the middle class
who relate themselves with

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the upper class or would like
to be part of it, city people,
high quality seeker
Behavioural Purchase occasion, benefits
sought, user status		 Trend setter or trend buyer
seeking for a new
presentation of themselves
every year or for every
occasion

Table 1 Market segementation their variables to develop the traget market (Strydom, Jooste & Cant, 2007; Goyat,
2011)
3.2 Competitor analysis
Competitor analysis is an assessment on the weaknesses and strengths of potential and current
competitors. As a result a framework can be drawn including all of the relevant sources from
the analysis supporting the formulation of further effective and efficient strategies, the
implementation, control and monitoring as well as adjustment (Miller, Vandome, &
McBrewster, 2009).
Before being successful in the competitive market, a clear understanding of who our
competitors are needs to take place (Solomon, Marshall, & Stuart, 2012). There are primary as
well as secondary competitors in the mid-priced jacket market. Primary competitors affect the
business directly, which is based on operational factors as well as customer perception, whereas
secondary competitors could indirectly affect the business` operations. For instance, a primary
competitor would be another mid-priced jacket retailer with the same level of quality and the
same ease of accessibility. On the other hand, a secondary competitor could be a low-price
retailer, offering jackets with a lower quality but giving the chance to go with the trend
(Richmond & Powers, 2009).
However, table 2 shows that there is a wide range of primary competitors, targeting the same
market segment, but most of the competitors offer basic models for a long-time use. This might
be a source for a unique selling proposition (USP).

Target Market Product Competitive Advantage

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Strellson 25 – 40 male, business, basic Jackets and other clothing for
business purpose or occasions
which support the
classic and elegant style focus on men
20+ female and male, sophisticated people
Diesel (due to their adverts)		 focus lies on denim but also well known brand which
have a broad product therefore coud broaden portfolio
including jackets their portfolio
Hugo Boss 25+ female and male , classic and elegant elegant and classic design of
clothing and jackets known for good quality
Guess 16+ women, sophisticated Jackets and other clothing to well known under express
womens outgoing women for its fancy and
pesonality sophisticated designs
Michael Michael Kors 20+ women (priory) but also men, elegant high quality to
reasonable price, using
their mother brand
jackets and other clothing name in order to
products for special occasion promote their cheaper
or a daily bases line

Table 2 Primary Competitors
Courage and Baxter (2005) suggest drawing a wider analysis and including secondary
competitors in their portfolio, those might offer a less threatening product but can also be
compelling when environmental or economic factors change. Especially in the Italian market
brands like Zara and H&M attract more and more consumers due to their affordable price
segment and trend-following models. Table 3 summarizes the low-priced competitors:
Target Market 12+ female
and male, trend follower,
from classic to
sophisticated
they adress a wide range
H&M of consumers
16+ female and male, trend
follower, from classic to
sophisticated they adress a
wide range
Zara of consumers
12+ female and male, trend
follower, from classic to
really sophisticated as well
as crazy, unusual models,
they adress a wide range
Primark of consumers
25+ female and male,
Benetton basic and outdoor lovers
Table 3 Secondary Competitors
Product Competitive Advantage
jackets and other low price segment, wide
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clothes in all colors range of models and and
variations colors
affordable price for
nearly every target
group, a selection of
stilish and wellJackets

and other designed models clothes well
inspired by the latest designed and trend
trends, decent quality following for a

decent price
lowest price in the
Jackets and other market, fulfill the clothes for
purpose of a occasional purpose trendsetting
approach: due to poor quality short-time lasting.
well-known for their jackets, offering all basic, for
every occasion, kinds of clothing good quality
3.3 POPs and PODs
As previous analysis defined the nature of competition and the customer target market, further
investigations face the positioning itself. In order to arrive at the right positioning, pointsofparity and points-of-differences have to be developed (Keller, 2013).
Points-of-parity (POP) on the one hand are shared attributes or benefits a customer associates
with the brand. POPs might be even more important than PODs, because they can weaken
PODs. Determined POPs must be met to receive the brand as a competitor in the frame of
references, which has been chosen. Therefore, achieving competitive and correlational POPs
might be a successor over focusing on PODs. Especially when launching a new brand,
associations need to be drawn in the customer’s mindset (Keller, 2013). The following POPs
have been chosen on behalf of this report:

POPs
Product-range: Outerwear with
focus on winterjackets
Style: Elegant as well as
trendfocused styles and colours
Price: Medium-priced
Quality: High quality

Table 4 Table of POPs
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Points-of-difference on the other hand are strongly associated attributes and benefits a consumer
has with the brand. Those attributes are believed to be found only with this brand and not with
any competitor (Barwise & Meehan, 2004). Those points make the brand unique to the
customer and are directly linked to decision-making (Keller, 2013). When referring to Moncler,
they will use their market knowledge in high quality to built up the new brand and make a
luxury product accessible for the middle class. They also gain a POD from their reputation on
the notion that Italy stands for a high quality and well-known fashion industry.
PODs are the following:

PODs
100% made in Italy
Variation in styles, Trendsetting
Quality
Image of the mother brand

Table 5 Table of PODs
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4. Building Brand Equity
Brand equity is the perceived added value a company achieves for its marketing efforts (Wang
& Finn, 2014). Researchers have developed three approaches concerning brand equity:
financial (Simon & Sullivan, 1993), economical (Kamakura & Russell, 1993) and
psychological (Aaker, 1991). Accordingly when building a new brand the customer perspective
is an essential ingredient for success, therefore our focus lays on the psychological approach
where consumer based brand equity (CBBE) falls into. As Keller (1993) developed brand
knowledge as the key of creating brand equity, awareness, brand associations and image are the
aiding points of CBBE, they will be discussed in the following parts.
4.1 Brand Awareness
As an unknown brand has basically no chance in the market, it is essential to start with brand
awareness in order to create brand equity. According to Keller (2013) is brand awareness the
recall of a brand when consumers are confronted with the product category. The associative
network memory model explains the inner working of this concept (Anderson, 1983; Wyer and
Srull, 1989). The model describes the connection between a network of nodes and connecting
links. The perceived brand is stored in long-term memory and recalled by certain associations,
which have been linked with the brand (Omeno, 2007). Therefore brand awareness defines the
measurable strength of the brand node when the consumer is identifying the brand when being
confronted under different conditions (Keller, 2013).
Creating brand awareness means creating familiarity through differently perceived repetition in
order to place the brand in the consumer’s memory. The more frequent and differently the
consumer’s experiences the brand, the more likely he or she will recall. Bounding the brand
with positive cues linked to the product category will help the consumer to recall. Brand
elements will be aligned around the brand in order to receive brand awareness (Keller, 2013).
4.2 Selection and justification of brand elements
When building brand identity brand elements are trademarkable devices, which drive the
brand’s uniqueness. Keller (2013) advises to chose the name, logo, URL, symbol, jingle, slogan
and package against a set of criteria: memorable, meaningful, likable
, transferable, adaptable
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and protectable. Especially when developing a new brand within the same product category,
the adoption of elements of the parent brand can be useful to gain brand awareness (Panada,
2009). The following brand elements have been used in the context of this brand plan:
4.2.1 Brand name
The choice of the brand name is an incremental decision. The consumer links the name
immediately with the product (Townsend & Kahn, 2014). Therefore, the name should be easy
to spell and pronounce, distinctive and meaningful in order to improve brand awareness (Keller,
2013). ‘l’hiver’ is an unique name which refers to the cold season, as the product category
‘jackets’, is the one that the brand falls into. Also, the name refers to its parent brand’s founding
country ‘France’ and leaves room for a story building around those two brands. The name is
easy to pronounce for Italian people, but has a remarkable sound, which highlights the
exclusiveness of the brand.
4.2.2 Logo
As logos have been used to represent names for a long time, on behalf of consumer awareness,
they play an important role and ideally form a symbiosis with the brand name (Keller, 2013).
Images are perceived more quickly and automatically and there is a rather directly connection
between the image and the meaning than with words (Townsend & Kahn, 2014; Paivio, 1971)
In order to differentiate the ‘l’hiver’ brand from its parental brand, a new logo will be launched.
The name is displayed in a clothes hanger, in relation to the product category. The logo
represents a gear everybody can relate themself to and it will recall it when using it in every
day’s life. The grey colour of the logo represents, again, the exclusiveness of the product.
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4.2.3 URL
The URL will be lehiver.com, to make it global right in the beginning we exclude the Italian
approach within this element to leave it open to enter new markets. There will be a link from
the Moncler website when first launching the brand until a certain stage in the resonance model
is achieved and the brand has built up its own brand equity.
4.2.4 Packaging
Not only the brand name and logo but also the packaging can be important drivers of brand
equity for luxury and middle-priced brands. The brand should be identified by it and assist the
home storage (Keller, 2013). When the customer purchases a jacket from ‘l’hiver’ the
packaging paper has the logo printed on a faded grey paper in order not to overwhelm the
consumer but leave the slight reminder of the logo. The packaging will also be provided with a
hanger, which displays the logo, because a jacket differs from shoes whereas the customer keeps
them as a protection in the box, the jacket will be placed on a hanger in the closet. Also, a
product information about the treatment and material will be provided.
4.3 Brand Image
Once a certain level of brand awareness is achieved, it serves as a foundation for further steps
e.g. crafting an image. A brand image is defined as the “[…] reasoned or emotional perceptions
consumers attach to specific brands” (Low & Lamb, 2000, p. 352). In order to create a positive
brand image attributes or benefits of a brand are utilized to achieve those unique, strong and
favourable associations with the brand in the memory of the consumer (Keller, 2013). When
referring to the attributes l’hiver utilizes the PODs: quality for reasonable price to stress the
benefits of the consumer has with the product.
Especially when positioning a brand in a middle or high-priced segment, the image of a brand
is a successor. Using the good image of Moncler to achieve the same with l’hiver. Therefore
l’hiver has to serve the same attributes as the parental brand, otherwise one brand would harm
the others brand equity. Highlighting the differentiation to its competitors by stressing benefits
in all elements and delivered channels, will create cognitive and behavioural reaction (Padgett
& Allen, 1997).
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4.4 Brand Associations
As stated before, attributes and benefits are the two categories of associations. The features,
which characterize the product or service are called brand attributes, whereas the benefits are
related to the personal value of the consumer towards the product or service (Sengupta, 2005).
Core associations highlight 5-10 benefits and attributes that are the most important of the brand
(Keller, 2013). For l’hiver a set of 5 core associations has been developed:

Quality High quality and durable outerwear
Focus On jackets
Heritage Leverage the French fashion effect
Edge Unique, fast changing design
Limited/Uniqueness Even when serving the mid-price customers,
there is a limitation for each model to receive
the uniqueness
Modern Variety in styles, change every season

Table 6 core associations
Secondary brand associations are “[…] connections between the brand and another entity”
(Keller, 2013, p. 261). This might cause a leveraging effect, but first of all has to be appeal to
the feeling and judgement of the consumer. He or she has to relate the attributes, which are
placed through the entity, towards the brand. This results in a leverage effect on the association
with the brand in the consumer’s mindset (Keller, 2013). When creating the marketing program
for l’hiver, Moncler leverages secondary associations by:

Sub-branding l’hiver by Moncler which also adds a jingle.
Consumers will bring the associations they
had with Moncler towards l’hiver
Emphasizing French/Italian heritage Since France and Italy are well known for
legendary fashion styles and good quality.

Table 7 actions to leverage secondary associations
4.5 Mantra
A short phrase reveals the message of the undeniable essence of the brand, which we refer to
as being the mantra of the brand. According to Keller, three elements help building the mantra:
emotional modifier, descriptive modifier and brand function.
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Emotional
Modifier		 How exactly and in
which way are benefits
served by the brand		 Simple
Descriptive
Modifier		 Clarifies the nature Quality
Brand Function Nature of product or
type of experience/
benefit, broad
definition in order to
serve a broad variety
of products		 Lifestyle

Table 8 Parts of the Mantra
5. Communication Strategy
Communication is essential to directly or indirectly remind, inform or persuade the consumer
about the brand. Utilized as a voice for the brand it creates a dialogue with the consumer can
and meets the relationship building approach (Keller, 2013).
The communication strategy is based on the objectives of the company and defines a
wellplanned series of tactics and actions to achieve those (Mefalopulos & Kamlongera, 2004).
The communication strategy of l’hiver is based on the objective to increase brand awareness
and brand equity by promoting the brand via several channels to engage new customers by
emphasising on the brands PODs.
When delivering a message several researchers have developed a basic communication process.
There is always a sender, who encodes the message and the receiver has to decode the message
in the right way (Schulz von Thun, 1989). The following message and creative strategy serve
as examples how to perceive perception in the consumer mindset.
5.1 Message and Creative Strategy
A unique strategy to achieve the overall objective of a company (sell the product) has to be
developed (Chaffey, 2012). As l’hiver tries to appeal to consumers who are sophisticated and
are constantly searching for social approval and new trends, a young elegant but broadly
admired celebrity endorser would appeal to them the most. Selecting Chiara Ferragni as a brand
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ambassador since she represents this casual sexiness and is always a Trendsetter, what she
wears becomes a trend within hours.
In every promotional message the link between Moncler and l’hiver will be drawn by “l’hiver
by Moncler.” L`hiver by Moncler bringing the roots back into the game and creating a nice
sound when pronouncing it. This message will have a leverage effect on both brand equities.
As l’hiver jackets will still be on a higher price level, concerns about quality might arise and
have to be eliminated by delivering the right promotional message, stressing on the quality
features in ads, which show evidence of outdoor performance but also appeal to the elegance
and luxury approach. This is again a POD and will be highlighted in all marketing channels.
5.2 Media Mix
Since the Internet has become a main medium, which is included in every second persons daily
life in Italy, it is essential to use this medium to deliver the promotional message. Offline
marketing on the other hand is especially important for the fashion industry and Italy because
they fall below average in the Internet usage of the European Union (Statista, 2015). Therefore,
both need to be considered when finding an appropriate marketing strategy. Table 9 displays
the use of online media: website, online ads and videos, social media as well as the offline
activities in: advertising and events. We consider to complement those by activities by: PR &
word-of-mouth. Public relation is a non-personal, stable method to promote l’hiver’s brand
image e.g. by newsletter and photographs. Word-of-mouth also play a vital role, therefore
campaigns which have abuzz effect will encourage people to talk about the brand and
consumers trust among referring family and friends is the greatest (Keller, 2013).
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Medium specialized explanation finalized
offline
ads print -Io Donna
-Donna Moderna
Especially when targeting women, product -Repubblica placement
in common magazines plays a -Instyle
vital role (Dillard, 2006). To target a broad -Vogue
audience only the expensive and most -Grazia
read magazines are chosen. -Amica
-flair
(made-in-italy, n.d.)
place
(Outof
home
advertisem
ent)		 -street funriture such as bus
stations, kiosks
-transit ads on buses, trains
Billboards and posters increas brand
-airport areas (especially to adress
exposure
the jetset society)
-Billboards with QR code to sync
with mobile devices
events SUPER: womenswear trade fair always in
february, featuring prêt-à-porter collections and accessories, with
a special focus on SUPER fashion show emerging
designers and brands(made-in
italy, 2012)
online
website a link from the parent website to the -button with direct link to the
website gerates more traffic website on Moncler website
online ads & videos – a short video Chiara Ferragni in the streets of
France meeting up with friends to have a fun nigth out (the story draws the
red line to the jetset life of the It-girl Chiara and brings the heritage of the
brand into account when taking place in the streets of France, obvious signs a
big role plays the online advertisment of France will appear to aid the since it
is trackable with tools like consumer) will be shown on the
GoogleAnalytics
Moncler website
– Banner are placed on related
websites
– GoogleAdword is a paid method to generate clicks
by placing the brand high and chosing words to make the brand find easily
(Jackets, winter, Chiara, Italian)

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social media especially to cause viral marketing (people
are sharing content about the brand), it is also
trackable with Facebook analytics etc.,
– Facebook
they release information about the new
– Twitter
collection, cause interest by countdowning
-Instagram
the days until it will happen, having
-youtube
pictures of the campaign behind the szene,
showcasting pictures of people that have
been spotted wearing the l’hiver

Table 9 Media Mix
The developed marketing activities should be mixed and matched in order to build brand equity
(Keller, 2013). This procedure is called integrated marketing communications (IMC)1.
1 IMC is defined as “a cross-functional process for creating and nourishing profitable relationships with customers
and other stakeholders by strategically controlling or influencing all messages sent to these groups and
encouraging data-driven, purposeful dialogue with them” (Duncan, 2002).
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6. Measuring Brand Equity
The indirect approach, lead by CBBE perspective, serves as an essential source to measure
brand equity and to receive insights of the consumer brand knowledge and mindset to reveal
potential sources to leverage equity. The indirect approach identifies the indicators for different
response towards the brand. A multi-measurement need to take place to meet the nature of the
multi-dimensional brand knowledge: brand image can be evaluated through qualitative and
quantitative techniques; brand awareness is evaluated by a set of unaided and aided memory
measures to examine brand recall and recognition (Keller, 2006). Table 10 serves as a
framework for measuring brand equity.
6.1 Qualitative
Qualitative research techniques uncover and characterize the associations connected to a brand.
The qualitative measurement is often the first step since it leaves a lot of room for the researcher
as well as the consumer. Questions like: ’What does the l’hiver brand mean to you?’2. Boivin
(1986) sees this technique as a way to create a brand profile nourished by possible associations
a consumer has with the brand.
Sometimes consumers are unwilling or unable to express their feelings or thoughts, therefore
diagnostic tools like projective techniques are utilized (Keller, 2006). L’hiver could ask the
consumer to compare the l’hiver brand with an animal, person etc. and afterwards ask why this
comparison has been made. This gives insights into the psycho of the consumer (Levy, 1999).
Additionally brand personality and relationship can be measured through Aaker’s (1997) ‘The
Big Five’ model or even more deeply through Fournier’s (1998) model which combines other
possible people-orientated measures and uses the Brand Relationship Quality (BRQ) (Fournier,
2000) scale to empirically support these theoretical notions (Keller, 2009).
6.2 Quantitative
In Contrats, quantitative techniques elict a variation in scale questions to make numerical
representations which lead to further stratgical and tactial recommondations. When measuring
brand awarness, marketer need to know the level of importance of consumer behaviour in the
product category. Since l’hiver is a new brand it seemed to be important that the consumer
2 Or: ‘What are typical characteristics you refer with l’hiver’?
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recognizes the brand when being confronted with the brand elements, since the pointofpurchase relys on these. Remembering the brand name when one letter is missing or placing
a set of items which also include decoys (items they could not have seen) in order to measure
their state of awarness.
When building a strong brand equity the brand image is as important as brand awarness. As the
consumer holds certain associations towards the brand. Therefore, Keller (2006) divides the
associations into lower- and higher level considerations. “”[L]ower-level” considerations
related to consumer perceptions of specific attributes and benefits versus more “higher-level”
considerations related to consumer responses and their judgments and feelings toward the
brand“ (Grover & Vriens, 2006, p. 552). There is a reationship between those two levels, due
to specific attributes and beliefs about the brand.
Table 10 Brand Equity Model & Measurement by Keller (2006)
7. Timeline
The following tables evolve the marketing timeframe for the next 12 months, based on this plan.

Name
Brand launch l’hiver 		Duration Start
01.01.16 		Finish
31.12.16 		Cost
365
30.04.16 		900.000
Phase 1 – Preparing the launch 122 01.01.16 100.000 Define the target group 46
01.01.16 15.02.16 30.000

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Identifiying competitors 61 01.01.16 28.02.16 20.000 PODs and POPs 30
31.01.16
40.000		 15.02.16 10.000 selecting brand elements 61 01.03.16 30.04.16
Phase 2 – Planning the launch 91
30.000		 01.03.16 31.05.16 120.000 Define sales goals 61
01.03.16 30.04.16
Define launch timing and publicity objectives (PR) 61 01.03.16 30.04.16 10.000
Identify Partners 61 01.03.16
30.04.16 		30.04.16
30.000		 60.000 Identitfy suppliers 61
01.03.16
Identify online opportunities 61 01.03.16
01.03.16
31.05.16 		30.04.16
31.05.16 		30.000
20.000		 91
Define launch Budget 91
01.03.16
Determine Budget requierements 15.000 launch budget
approval15
240.000
Marketing 		15.05.16 31.05.16 5.000 Phase 3 – Launch 152 01.06.16 31.10.16
152 01.06.16
01.06.16
01.07.16 		31.10.16
31.10.16
31.10.16 		150.000
60.000
90.000
Determine Creative Concept
Preparing Marketing Message 		91
122
Review current materials and find out new
requierements
requierements 		122 01.07.16
01.07.16 		31.10.16 identify press releases
122
01.07.16
31.10.16		 31.10.16 determine product specification
materials
122
Projection 		122
01.07.16 		31.10.16 determine internal communication needs
61 01.09.16 31.10.16 10.000
Matching brand release timing with marketing
plan
Production 		76 15.08.16 31.10.16
35.000
Prepare volume production
Sales 76 15.08.16 31.10.16 35.000
Plan sales group staffing and training to maintain
sales objectives
Support 		76 15.08.16 31.10.16
5.000
Plan sales group staffing to maintain sales
objectives
Phase 4 – Execution
Marketing 		61
61 		01.11.16
01.11.16 		31.12.16
31.12.16
280.000
150.000
Estimate market and make more exact
marketing message 61 01.11.16
01.11.16
01.11.16
01.11.16 		31.12.16
31.12.16
31.12.16		 50.000
100.000
Design and order final package 61
Create press releases 61
Create product specification materials 61 31.12.16 Create
marketing presentations 61 01.11.16 31.12.16 transmit product launch etails
to internal
stakeholders 		31.12.16
61 01.11.16
Update brand forecast based on qualitative
and quantitative analysis61 01.11.16
31.12.16		 31.12.16 update launch plan based on
forecast 61 01.11.16
Projection 30 01.12.16 31.12.16 50.000 complete and test brand 30 01.12.16 31.12.16
Production 30 01.12.16 31.12.16 50.000
create product prototypes 30 01.12.16 31.12.16 prepare distribution channels

 

30 01.12.16 31.12.16
Sales 30 01.12.16
01.12.16
01.12.16 		31.12.16
31.12.16
42735 		20.000
establish sales channels 30
Support 30 10.000

Table 11 12 month Brand launch plan (CS Odessa, n.d.)
Table 12 Gantt chart overview Brand Plan for the next 12 months
21
21
8. Recommendations
According to this brand plan a set of recommendations in strategically and tactical manner was
defined:

Strategic recommendations
Positioning When looking at the POD and POP those
which have been developed have to be
focused on even more to leverage brand
equity.
Brand Mantra The brand mantra needs to be communicated
in a more obvious way to leverage brand
equity effect with internal and external
stakeholders.
Tactical recommendations
Increase monitoring efforts to gain insights
of the perceived brand knowledge by the
customer		 Especially when launching a new brand the
monitoring is incremental to track the brands
perception in the consumer mindset and
interact when necessary. Quantitative studies
and internal audits should be released on a
regular (Keller, 2013). Not only tracking the
new brand but also keeping track of the
parental brand and drawing a line between
the results which have been perceived from
both. L’hiver should leverage Moncler equity
as well as vice versa.
Do more research of the consumer behaviour
and decision making process		 In order to address every consumer, an
analysis based on their level of
innovativeness in combination with their
personality should lead into the right
promotional message, which suits every
customer individually (Schiffmann, O’Cass,
Paladino, & Carlson, 2014).

22

Engage with existing customers and acquire
new once through a strong video campaign		 Making loyal customer to
ambassador/affiliates by inviting them to
certain events, making them feel special/as a
VIP.
Attack cheap imitates Offering online registration of the product by
entering each individual jacket number, helps
the customer to avoid purchasing plagiarism.
Enable only certain online retailers to sell the
jackets.
Connect with the male consumer Since the recent celebrity endorser is female
related and this group is the one that is most
likely to be aware of new brands before male
achieve this recognition state, female have
been focused on in the first marketing mix
plan for the 12 month time period. The
upcoming plan should include the marketing
towards male as well.
Leverage the company’s heritage Since every jacket is 100% made in Italy it is
important to deliver this message in order to
increase brand equity and to patriotism of the
consumer

Table 13 Recommendations
9. Conclusion
This brand plan was developed for the brand extension of the existing brand ‘Moncler’ into a
new market. The new brand ‘l’hiver’ serves the middle-priced Italian market. This plan
includes a positioning strategy based on its target market, a competitor analysis lead by PODs
and POPs and utilizes the CBBE approach when building brand awareness and image.
A communication strategy was developed in order to meet the company’s objectives and
increase awareness in the targeted segment. The media mix is based on the communication
objects and is complemented by PR and word-by-mouth actions. Recommendations finalize
23
the brand plan and leave room for further adjustment and improvement in the tactical and
strategic manner.
24
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