project
renshitie
2ReebokMBAWinter21-22HO.pptxMGT 247 Advertising & Promotion
Dr. Campbell
Week 2: January 11, 2022
© Margaret C. Campbell
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Topics for the Week
Reminder – need teams for FP by Monday
Continue intros
How does marcom impact brand equity? Reebok
What are the critical elements necessary to use marcom to build and maintain strong brands?
Positioning/Core Brand Message
What is memory? (video)
© Margaret C. Campbell
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Introductions
Carolyn Wu
Pardeep Uppal
Shiyue Tang
Imagen Soto
Andrea Sobredo
Quanzhe Shi
Victor Sarmiento
Nadia Said
© Margaret C. Campbell
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Logos
© Margaret C. Campbell
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Why did you have a hard time with Reebok and an easy time with Nike? I hope by the end of today’s case discussion you will have an idea of this and much more.
© Margaret C. Campbell
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U.B.U.
1989 - Physics Behind the Physiques
1989 – Christmas: Pump Line
1990 – Agency Review, Hill, Holiday
It’s Time to Play
1991 – Agency Review, Chiat/Day/Mojo
Life is Short. Play Hard. Reebok.
1992
Planet Reebok
Reebok: Campaigns
© Margaret C. Campbell
Inconsistency!
Saying different things about the brand, confusing consumers about the meaning of the brand.
Why couldn’t you draw the logo? Because have changed so many times (4 times during this same period).
Reebok: Campaigns
1996
This is My Planet
1997 – Leo Burnett
Athletes’ Stories
1997 - The Heat, Heater Advertising, Boston
© Margaret C. Campbell
Reebok: Campaigns
1998 - Berlin, Cameron & Partners, agency of record for the running shoe business
DMX performance technology
2000 – various agencies
Continued focus on DMX technology
“Defy”
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Market Share
© Margaret C. Campbell
Reebok…
2006 -- Adidas purchases Reebok!
$3.8 billion in cash
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2009 Reebok Introduces Easytone
© Margaret C. Campbell
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What Does Reebok Mean?
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Very unclear. Too much going on. Their communications are not integrated.
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How does the Core Brand Message reading help you to think about using marcom to build brand equity?
About Reebok?
© Margaret C. Campbell
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Core Brand Message
Need to link your brand to specific associations
Clear
Differentiating
Relevant
Consistent
Need to be the one linked to those associations
create and connect to that meaning
© Margaret C. Campbell
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Using the Core Brand Message ideas, what did Reebok do wrong?
(And what did Nike do right?)
© Margaret C. Campbell
Need to understand your real “essence” – talks about “why you exist.” What are you about and in what way are you bringing value to your customers?
Perception versus reality – really need to understand the consumer’s perceptions (market research)
Across time – he talks about the big idea and the need for it to be valid for multiple years – across time.
Simple and clear enough
Differentiating
Relevant
Consistent
Can you be the first to say it? Nice, but really want to be the one that clearly says it and is associated with it. Can you “own it”?
Lightening rod target
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© Margaret C. Campbell
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What’s Next?
© Margaret C. Campbell
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Watch the video on memory
© Margaret C. Campbell
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Watch the video on Memory
Preparation for Week 3
Three Questions You Need to Ask About Your Brand
In a Digital World Are Generations Dead?
Nielsen insights
Watch STP video (not posted yet)
Be prepared for BO groups on Three Questions reading
© Margaret C. Campbell
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Deliverables
Submit Introduction by Jan. 13
Submit Reflection 2 by Saturday, Jan 15 by 8:00 pm
If haven’t already, hand in list of team members for Final Project
Monday 1/17/202 by 8 pm
© Margaret C. Campbell
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Stay Healthy!
See you next week.
© Margaret C. Campbell
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Chart1
| 1987 | 1987 | 1987 | 1987 |
| 1988 | 1988 | 1988 | 1988 |
| 1989 | 1989 | 1989 | 1989 |
| 1991 | 1991 | 1991 | 1991 |
| 1993 | 1993 | 1993 | 1993 |
| 1995 | 1995 | 1995 | 1995 |
| 1997 | 1997 | 1997 | 1997 |
| 1999 | 1999 | 1999 | 1999 |
| 2001 | 2001 | 2001 | 2001 |
| 2003 | 2003 | 2003 | 2003 |
| 2005 | 2005 | 2005 | 2005 |
Sheet1
| Reebok | Nike | LA Gear | Adidas | Column1 | |
| 1987 | 32.20% | 18% | 2% | ||
| 1988 | 27% | 23% | 5% | ||
| 1989 | 22% | 26% | 13% | ||
| 1991 | 22% | 28% | 8% | ||
| 1993 | 21% | 32% | 5% | ||
| 1995 | 20% | 36% | 3% | 5.20% | |
| 1997 | 15% | 47% | 6% | ||
| 1999 | 11% | 50% | 17% | ||
| 2001 | 12% | 43% | 14% | ||
| 2003 | 13.30% | 44% | 11% | ||
| 2005 | 12.20% | 36.40% | 9% | ||
| To resize chart data range, drag lower right corner of range. |
