Processes and methodologies for creating a global business-to-business brand
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RANDALL S. ROZIN is Global Manager of Branding and Marketing Communications with Dow Corning Corporation, a leading performance enhancing materials company pioneering the use of silicones, silicon-based materials and service solutions. He serves on the editorial board of the Journal of Brand Management as well as on the Business-to-Business Marketing Communications Committee of the US Association of National Advertisers. Randall holds a degree in journalism and a master’s degree in international business and marketing management.
LIZ MAGNUSSON is a senior director with Landor Associates, a global branding consultancy and design firm. Since joining Landor six years ago, Liz has consulted for a variety of clients, such as HP, Visa, NBC and the Los Angeles Times. Her cross-industry experience has helped clients develop ‘best practices’ models specific to their situations that also leverage insight from other industries. Prior to joining Landor, she worked in consumer brand management. Liz holds a degree in linguistics and a master’s degree in business.
Abstract This paper aims to detail the steps and decisions one industrial company faced when creating a new global brand, and the processes and methodologies involved to put the developed strategy into practice. The paper describes the application of business-to-business (B2B) market segmentation and product life cycle analysis to inform brand strategy. Also described is a comprehensive framework and process for creating a new global B2B brand, including details on naming, legal screening, identity development, Web architecture and deployment to internal and external stakeholders.
INTRODUCTION ‘Marketing thinking should not begin with a product or even a product class, but rather with a need.’1
Randall S. Rozin Global Manager, Branding and Marketing Communications, Dow Corning Corporation, 11900 Greenwick Drive, Oklahoma City OK 73162, USA Tel: ⫹11 405 773 0361; e-mail: [email protected]
It is the premise of ‘beginning with a need’ that has driven Dow Corning Corporation to reinvent itself as both an innovator and a producer of material technologies and services, and as an innovator in marketing material technologies and services. The drive to
fulfil customers’ needs has, in the case of Dow Corning, two primary challenges based on the same element — a maturing product line. First, while Dow Corning continued to grow and innovate new products and applications over its nearly 60-year history, many of the company’s earlier material introductions had begun to reach the mature phase of their life cycle. As the silicone market innovator, Dow Corning had become used to developing new silicon-based products,
HENRY STEWART PUBLICATIONS 1479-1803 BRAND MANAGEMENT VOL. 10, NO. 3, 185–207 FEBRUARY 2003
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bundling them with value-added services and marketing them to end business customers. Both Dow Corning and its thousands of worldwide customers prospered via this business arrangement for decades. As the market for silicone and silicon-ba
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