Table of Contents
Company profile 4
Corporate brand image 8
Brand Equity 10
Store Image 12
Distribution & Price decisions 18
Brands have become a part of everyday life in today’s retail industry with many associated with a celebrity, sport or childhood memory in many consumer eyes. However over the past number of years the defined focus of a brand has changed within literature. Kolter (1984, P.442) stated that a brand is ‘a name, a sign, symbol or design or combination of them intended to identify the goods and services of either one seller or group of sellers and to differentiate from the competitors.’ This was supported by Aaker (1991, P.7), defined branding as ‘a name and/or a symbol (such as a logo, trade mark, or package design) intended to identify the goods or services of either one seller or a group of sellers, and to differentiate those goods or services from those of competitors.’ However, the focus moved away from the design and image to a deeper level by Schultz and de Chernatony (2002, P.105) when they defined branding as ‘a dynamic interface between an organisation’s actions and customer’s interpretations, a cluster of functional and emotional values which promise a particular experience.’ From these definitions it is clear that branding has moved away from its core need as a means of recognition for a product or service to a wider representation of the brand (company) and its perceived values to the consumer. Over the years many brands have developed with the changes within their surrounding, (Andrews and Kim, 2007) yet like many things some have been left behind and are in need of revitalisation strategy if they desire to progress in the brand lifecycle. ‘Brand revitalisation should be differentiated from new brand creation for the following reasons: ﬁrst, brand revitalisation focuses on changing existing perceptions among consumers while brand development hinges on creating a brand with the right image, attitude, and association. Second, brand revitalisation involves a position change in the market, whereas brand creation entails selecting a market position for the new brand. Finally, brand revitalisation usually does not envisage consumer brand recognition, but brand development requires marketing communications that primarily conceive of creations of brand recognition’ (Andrews and Kim, 2007, P.351). Taking brand revitalization a step further is Keller (2003) suggesting, that a brand can be achieve a lot by successfully reestablishing their roots and heritage because it was these values that helped the brand when it was first established. Clarks shoe retailer has been established since 1825 and is well known for supplying high quality foot wear, nevertheless they have failed to more with their surrounds and are in need of revitalisation. Although the company has been successful and has grown steadily over the years the company has developed a label for those of the older generation or for a place to get school shoes. It is not seen as a stylish brand amongst Generation Y, with many competitors such as Schuh targeting them more effectively.
The values of Clarks will be the main focus and framework for revitalizing the brand and creating a new image that offers a shopping experience that breaks away from its current stereotype that has developed around the brand. This report aims to focus on revitalizing Clarks brand through their corporate brand image, store image, communications, merchandises and redeveloping the strategies surrounding the “Originals” brand extension from Clarks.
‘Some people are shopping for a special occasion shoe, while others are searching for back-to-school styles. Some people prefer a wider fit, while others want a waterproof’ (Clarks, 2011, www.clarks.co.uk). Clarks…