5. Analysis
5.1 Brand Analysis – The Irma Brand in Denmark
5.1.7 Irma’s Brand Identity
Having analyzed the constituent elements of Irma’s brand identity, Kapferer’s Brand Identity Prism (1997) can now be completed. A graphic illustration of the Prism highlights the main characteristics of the six facets in appendix 22, and Table 13 describes Irma’s brand identity more in depth.
Identity Prism Theory / Model Key Insights / Conclusions Implications/outcomes for Irma
1. Physique
Logo and slogan De Chernatony (2005)
Foster (2001)
Brandscapes and Customers’ desire for
experiences Sherry (1998) Pine & Gilmore (1998)
• Logo:
o The logo should be distinctive and match the message that the company intends to communicate o The logo should be designed to support the values of
the brand, as well as the overall image of the organization
• Slogan:
o A slogan should be memorable and act as a differentiator
o The slogan should impart positive feelings of the brand and resonate with the values
• Creating brandscapes that prompt unique and memorable brand consumption experiences for customers as a means of cultivating loyalty
• Brandscaping causes the place to be increasingly important to the brand
• An experience is intrinsically personal and kept in the customer’s memory
• In creating experiences, marketers set the scene for brand‐
customer interactions, and the customer participates actively in the creation of unique brand experiences. Customers thus produce their own consumption
• Businesses need to design extraordinary consumption experiences for customers to increase the perceived value of their offerings and brands. The experience creates a connection between the brand and the customer
• Experience takeaways can be created by the utilization of cues
1) The customers and the employees have over time come to associate the Irma girl with Irma’s offering and underlying values (superior quality, fresh products, pleasant and engaging store atmosphere and friendly staff)
2) According to Josefsen (2004) the Irma girl is very visible in Irma’s communication
3) It’s all about people is expressed through creating energy, creativity, excitement and the wish to do well
4) A weakness of the slogan is that it does not explicitly link
to Irma
5) Store:
• High variation in the look, feel and implicit communication inherent in the retailer’s stores → risk of confusion regarding Irma’s brand identity
• Thus, Irma must ensure alignment throughout the chain and create more visibility for the Irma girl 6) Product assortment:
• A true cornerstone of the retailer’s identity and brand
• Heavy focus on environmentally friendly products, superior quality, ecology, good taste experiences, and fair trade
• Private labels support the retailer’s values and give consistency and meaning to the brand
7) Irma’s website and weekly advertisements:
• Increased online focus due to changes in society
• A challenge to activate and encourage customers to seek bargains online
8) Krydderiet:
• A means for leveraging the brand into customers’
2. Personality Intangible elements of a brand image McGoldrick (2002)
• The personality of the Irma brand is constructed in customers' minds
• Use of association tests can surface customer perceptions of Irma’
brand personality
• The Irma girl
• An older woman from the upper‐class
• A connoisseur
• A wealthy woman who cares about eating healthfully, trying new things, and staying in good shape
• A “hippie”
The characteristic that pervaded all five personalities was quality conscious
3. Culture
Living the brand Ind (2007) Karmark (2005) De Chernatony (2005)
Brand vision & brand mission Kottler (1996) De Chernatony (2005)
Rokeach (1973)
• Communication is the primary driver in creating a lasting connection with the customer
• Staff attitudes and behaviors are a determining factor in creating brand image and value
• Employees need to identify with the organization and its ideology
• The ideology needs to be true to the organization
• Living the brand requires the organization to empower and create enthusiasm among the employees
• Thus, developing a culture that is able to motivate and involve staff is very important
• Employee values should be aligned with those of the corporation / brand
• The company should be clear and precise in its value statement
• Staff must understand the strategy and positioning of the brand in order to perform well
• A clear vision is formed by a strong leader who is capable of sharing his or her vision with the employees and motivating them to collectively realize it
• Brand vision is a team based activity
• An organization must have clear brand objectives
10) Open communication, e.g. weekly newsletter
11) Create an “Irma community” with a strong bond of solidarity (done by building knowledge, understanding and trust)
12) Shifting the focus from the customers to the employees → the “Happiness of Working” cycle closes the loop and returns the focus to the customers
13) Elimination of mistrust and tight control, promotion of trust, empowerment, and freedom to maneuver
14) The employees are viewed as a resource
15) Removing inflexible rules and counterproductive control systems
16) Giving praise and positive feedback to employees when they have performed well
17) Josefsen, Irma’s CEO, has proven to be a strong leader. He is the primary force behind the brand turnaround
18) Making sure to offer the customers products of high quality in inspiring stores and with excellent service 19) Being the innovative grocery store who sets the agenda
and has an impact on the times we live in
20) Improving and expanding while being the antipole for the discount stores
4. Relationship
Branding ladder (CBBE) and customer
associations
• The power of a brand lies in the consumer’s mind
• Understanding customers’ knowledge structures enables marketers to anticipate customer decision making
21) The sum of the brand experience forms the customer‐
brand relationship
22) The relationship is founded on a psychological dimension,
5. Reflection
Risk reduction De Chernatony (2005)
Bauer (1960) McGoldrick (2002)
• Consumers tend to evaluate the perceived risk that is connected with a purchase
• Consumers will buy items that they associate with the least risk along a number of dimensions of varying importance to each customer:
o Performance risk o Financial risk o Time risk o Social risk o Psychological risk
• High quality, environmentally friendly products, fair‐
trade
24) Financial risk (high)
• High price image 25) Time risk (relatively low)
• Shorter lines, staff to answer questions, good visibility and easily navigable store layout
26) Social risk (very low)
• Strong brand image, high quality products, large organic asst.
27) Psychological risk (low)
• Strong likelihood that the Irma brand matches the customer’s self‐image
6. Self‐image
Means‐End Chain incl. the laddering
technique Gutman & Reynolds
(1988)
• Consumer actions are controlled by desired end‐states based on strongly held values
• Understanding customers’ values enables the understanding of the rationales behind their actions and decision‐making
• Through the application of the Means‐End Chain, it is possible to develop a hierarchical value ladder that represents the links between product attributes, customer consequences and underlying values
28) Understanding customers’ values provides Irma with valuable information with respect to brand identity and satisfying customer needs and wants. From firm
performance, Irma can see that they are satisfying these needs and wants (such as high quality, differentiated assortment, and environmentally friendly products) and succeeding in many areas