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We have a track record in assisting organizations to launch new brands, revitalize sagging brands and introduce brands to new market segments. Using a process specifically developed for rapidly growing businesses, G2 Marketing works as a partner with clients to uncover the heart and soul of an organization and give it voice.
A Branding Summit is convened where G2 and our clients roll-up our sleeves, and together chart a course for the brand. The second brand could draw on the core brand’s quality and service perceptions without being that brand. Depending on the reason(s) for the additional brand(s), their link to the first or core brand might be non-existent, through a subtle endorsement, as a sub-brand or as some variation of the first brand.
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When a highly competitive market is gradually saturated, most enterprises hope to extend their brands into new segments. A friend, Xu Hua (pseudonym), is considering buying a cost-effective cellphone from a Chinese domestic brand. According to recent data, in the first quarter of 2012, Huawei’s market share in China’s personal mobile industry has exceeded Nokia for the first time and ascended to second place just after Samsung. A company’s brand architecture is often referred as the “face” of its overall branding strategy because it should constantly match and support the company’s strategy. On the industry level, B2B enterprises often compete with only dozens of or even fewer competitors. On the decision level, the key distinction between B2B and B2C is their decision-making process. Then on the target customer level, employees from B2B enterprises can visit their clients one by one, similar to distinguished guests in restaurants – you always know where they are. Finally on the brand contact level, besides products and services themselves, the most vital brand contact point in B2B business is people. The selection of an optimal brand architecture strategy is based on brand equity research, consumer insights and the industry characteristics mentioned above. After a brand architecture strategy type is initially selected, brands need to evaluate this strategy with the following questions in mind.
In order to better understand the brand architecture strategy evaluation, we could probe into Huawei’s case again.
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We have developed a proprietary marketing planning process that quickly maps a plan of action for clients. The brand strategy process starts with a comprehensive review of the category, the competition, the customer, and the client.

The resulting brand positioning recommendations provide a springboard for robust internal brand development and highly effective external communications. This is useful with market segments that are more price conscious but that still appreciate high quality and service levels. Or, the association may only be talked about by salespeople to the trade but not referenced on the product or its packaging.
As practitioners and educators we deliver interactive brand education workshops and keynote speeches designed to align individuals and organizations on essential concepts in brand management and empower them to release the full potential of their brands. Army and Wyndham Worldwide are some of the organizations that have turned to The Blake Project for help in meeting learning objectives.
We focus on sharing thought provoking expertise that promotes an elevated conversation on brand strategy and brand management and fosters community among marketers. The growth of China’s economy and the average consumer’s purchasing power enable it to became an attractive market for brands, especially B2B (business to business) brands who have never shared the cake before. He decides to choose Huawei after comparing with other domestic brands, even though he knew that Huawei had just recently entered the personal mobile communication market.
Nowadays the most common types of brand architectures are Branded House, House of Brands and Hybrid. They can rely on several “star” clients and occupy a space in the industry by mastering certain core technologies or social connections. Companies not only need to change their original brand management methods and probe into end-users’ requirements and expectations, but also need to study the pros and cons of various communication channels and improve all brand contact points.
On the business level, Huawei’s leaders repeatedly emphasize that mobile terminal is the core of their future development. Under this scenario, Huawei’s choice of adopting the Branded House architecture is suitable and beneficial to both segments. It is believed that the trend of the development of B2B enterprises is to extend their tentacles to B2C industry.
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Well, this year again some pretty well known brands have re-branded and here is our unbridled opinion and strategic observations on the best, worst, and why bother’s! And, we infuse the results driven discipline of direct marketing throughout our work, assisting clients to rapidly improve revenue and profitability. If a brand is no longer serving any purpose in the portfolio, consider repositioning it or eliminating it. Join us for The Un-Conference: 360 Degrees of Brand Strategy for a Changing World, May 2-4, 2016 in San Diego, California. BSI is a service of The Blake Project, a leading brand consultancy based in the United States, serving marketers around the world. The reason is quite simple: his company had already used Huawei’s B2B products, and these products are reliable in quality and reasonable in price.
This performance is astonishing for a brand that did not enter the smartphone segment until 2009. In the past two years, several B2B enterprises have asked professional branding consultancies for help.
B2B business involves in more than 10 decision nodes and several departments and decision-influencers.
They tend to think that if the salesmen they met with are professional, the brand they represent is professional. As for brand architecture, the heart of the matter is how the B2B brand’s success and accumulated brand equity can influence the B2C brand? Their strong technical competence and executive force also guarantee the resource needed for the B2C brand.
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His instinct told him that he could enjoy the same experience from Huawei’s cellphone since it’s from the same brand. Huawei’s brand architecture strategy is undoubtedly credited with the success in winning end users’ acceptance in such a short time. However, B2C enterprises are faced with multiple competitions from all levels – their core competitiveness varies; yet, they have to depend on end customers to keep sustain profits and developments. From finding out clients’ needs to handing over final deliverables, the entire process probably lasts a few months. Similar to buyers in a bazaar, consumers keep walking around randomly and you will never know where exactly to find them. Before answering this question, we should clarify in advance what brand equity we have already built up in the B2B market and which part of it we actually need in the B2C market. On the brand level, just like Xu Hua, most people believe that Huawei is strong in technology development and the company can provide trustworthy quality assurance.
Huawei is known for being “low-key” and “distant”, which might not easily win customers’ hearts. A reasonable and clear architecture is able to optimize resource input, increase communication efficiency, clarify one’s own position and acquire perceptions of the customers. This example is an illustration of using appropriate brand architecture for brands to succeed when extending from the B2B to B2C (business to customer) market. In contrast, it perhaps only takes 5 minutes for a consumer to buy a cellphone from the display window. From salesmen’s clothing to the store layout, from advertisement to familiar scent, all these can become contact points to improve brand experience. Only by comparing these two situations can we pick up the most appropriate type of brand architecture to ensure the optimal developments of both brands.
These attributes are the important brand equity that accumulated through Huawei’s B2B growth and will benefit their next step into the B2C segment. Moreover, its proud cost-effectiveness and practicability in B2B might be regarded as “cheapness” in B2C. Most importantly, it helps capture customers’ hearts the moment they make decisions, which is the brand architecture’s biggest contribution to a brand.
One of the first snags you might run into however, is “new” often translates to “untested”, and potential customers might view themselves as test subjects while you figure things out. In B2B business, rational demands are dominant; the key issue is to solve practical problems. Therefore, the communication methods in B2C are widely different from the ones in B2B business. This characteristic proposes more demands on brand management – it needs actual brand implementation and management system instead of simple regulations on paper. Huawei, putting this theory into practice, conducted brand equity research and customers research so as to help them work out the brand architecture strategy.
In some situations, due to the money and responsibility involved with big B2B transactions, the results of the decisions will directly influence the decision-makers’ career life. Before they are being put into practices, one should forecast the effects to avoid unnecessary wastes. Comparatively speaking, B2C business contains more perceptual elements to attract consumers and generates impulse spending, so the effect of the “brand” far surpasses the one in B2B decision-making process. On the other side, the pressure of protecting brands in B2C industry increases, Word of mouth is like water – it can carry a boat as well as overturn it. In addition, the decision time in B2C transactions determined that the rate of losing potential sales is much faster than B2B.

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