BUILDING ICONIC ASIAN BRANDS
The detailed 360 degree brand-building strategy that Martin Roll gives in his best selling Asian Brand Strategy has become an essential guide to Asian CEOS striving to build enduring brands for the global market.
Drawing from his years of experience as a brand strategist, consultant, and mentor, he emphasises that the boardroom should lead the charge in branding. He reminds them that Asia is not a homogenous market and therefore the marketing strategy should be carefully tailored for which he has offered the tools and step-by-step guide in the book.
Commenting on the distinctively identifiable qualities and attributes that are specific to Asian brands, Roll said in an interview that characteristics that define a strong brand tend to remain the same, whether the brand is Asian or from outside the region.
He has covered this topic extensively in book, Asian Brand Strategy, but where Asian brands differ (or should differ) is via the leadership model through which they are created and developed.
“If we evaluate successful Asian brands like Singapore Airlines, Banyan Tree, Samsung, AmorePacific, Aman Resorts and Huawei, a common thread behind their success is a strong understanding and appreciation of consumer behaviour,” he told Polymers & Tyre Asia.
In Asia, brands need to comfortably manage the whole spectrum of cultural and societal differences that exist across countries. Asia is not a homogenous region and should not be viewed and treated as such, said Roll, renowned facilitator to Fortune 500 companies.
Any successful Asian brand places strong emphasis on knowing and understanding its consumers deeply, appreciates the finest of cultural nuances, understands the strong need for a highly personalised but still a collectivist experience and is able to balance the conservative viewpoint with a wider-world thinking of consumers, he said.
On a wider scale, Asian brands need to embrace the critical commercial and value-driving aspects of strong brands. These include the ability to continuously drive shareholder value, being fully integrated into the wider organisation, can be valued as an intangible financial asset, has the ability to command a price premium and last but not the least, is fiercely protected by the organisation.
PTA News Bureau
(Full text in PTA, August/September issue)