benefits.

This pit-fall is not to be unexpected. Universities and colleges fail to understand the intricacies of a brand and thus do not prepare future brand executives accordingly.

Are Product Margins Merely Margins of Error?

Packaged goods companies continue to fight for every drop of margin they can squeeze out of a crowded category. Traditionally, the brand was powered forward through product innovation, research and development. New advertising campaigns rolled out when product improvements warranted them.

Preference and margins cannot be found in product enhancements and efficacy — these two improvements are simply the cost of doing business. In today’s crowded market space your preference and margins stem directly from your brand. In reality most brand marketers and managers are actually product managers and are hard pressed to describe their own brand in any terms other than banal category benefits.

This pit-fall is not to be unexpected. Universities and colleges fail to understand the intricacies of a brand and thus do not prepare future brand executives accordingly.

ally, the brand was powered forward through product innovation, research and development. New advertising campaigns rolled out when product improvements warranted them.

Preference and margins cannot be found in product enhancements and efficacy — these two improvements are simply the cost of doing business. In today’s crowded market space your preference and margins stem directly from your brand. In reality most brand marketers and managers are actually product managers and are hard pressed to describe their own brand in any terms other than banal category benefits.

This pit-fall is not to be unexpected. Universities and colleges fail to understand the intricacies of a brand and thus do not prepare future brand executives accordingly.

margins cannot be found in product enhancements and efficacy — these two improvements are simply the cost of doing business. In today’s crowded market space your preference and margins stem directly from your brand. In reality most brand marketers and managers are actually product managers and are hard pressed to describe their own brand in any terms other than banal category benefits.

This pit-fall is not to be unexpected. Universities and colleges fail to understand the intricacies of a brand and thus do not prepare future brand executives accordingly.

directly from your brand. In reality most brand marketers and managers are actually product managers and are hard pressed to describe their own brand in any terms other than banal category benefits.

This pit-fall is not to be unexpected. Universities and colleges fail to understand the intricacies of a brand and thus do not prepare future brand executives accordingly.

benefits.

This pit-fall is not to be unexpected. Universities and colleges fail to understand the intricacies of a brand and thus do not prepare future brand executives accordingly. Furthermore, it is nearly impossible to mend a brand from the inside out due to the Herculean task of dispassionate brand evaluation and analysis.

It is important to note that your brand is not the identity of your product. For example, Pampers is not the brand, it is the name by which consumers know the brand. Pampers is not about dryness and efficacy as it once was some years ago in a time when the brand was new and the category was immature and uncrowded. Those were the days when brand marketers looked for the unique selling proposition (USP) that identified a differentiating product benefit. “How the product is different and better” became the marketing mantra and R&D became the means to an improvement. As a result, the “brand” bec