Superbrands 2004 - Brand Autopsy

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TABLE OF CONTENTS 4 EDITOR’S NOTE By Karen Benezra FEATURE 6 THE MERCENARY CMO By Todd Wasserman Marketers in demand: They make a splash—and then make a leap—from brand to brand. Do Super CMOs do more harm than good? Plus: How the CMO title itself became a star. CATEGORIES 20 APPAREL By Sandra O’Loughlin 21 APPLIANCES By Karl Greenberg 22 AUTOMOBILES By Karl Greenberg 26 BEER, WINE & LIQUOR By Mike Beirne & Kenneth Hein 30 BEVERAGES By Kenneth Hein 32 COMPUTERS By Scott Van Camp 33 CONSUMER ELECTRONICS By Kenneth Hein 34 COSMETICS/ FRAGRANCES By Christine Bittar 36 CREDIT CARDS By Hilary Cassidy 38 ENTERTAINMENT By Becky Ebenkamp 42 FAST FOOD By Kenneth Hein 43 FINANCIAL SERVICES By Todd Wasserman 44 FOOD By Sonia Reyes 30 38 America’s Top 2000 Brands ... Page 70 Superbrands 50 FOOTWEAR By Hilary Cassidy 52 HEALTH & BEAUTY By Christine Bittar 56 HOUSEHOLD By Christine Bittar 58 PETROL By Karl Greenberg 60 PHARMACEUTICAL/ OVER THE COUNTER By Christine Bittar 61 PHARMACEUTICAL/ PRESCRIPTION By Christine Bittar 62 RETAIL By Sandra O’Loughlin & Barry Janoff 64 TELECOM By Todd Wasserman 65 TOBACCO By Mike Beirne 66 TOYS By Todd Wasserman 67 TRAVEL By Mike Beirne 69 WORLD WIDE WEB By Catharine P. Taylor www.brandweek.com JUNE 21, 2004 S3 22 58 6
Superbrands EDITOR’S NOTE Heeding the Cry: Quick, Get Me Super Man (or Woman) First came the supermarket, then the supermodel, and thanks to Brandweek, the Superbrand. Now say hello to another outsize player, the Super CMO. It was bound to happen, of course, in a world where egos have grown alongside paychecks and companies are seeking extra wattage to win attention, be it from star personalities (Donald Trump for Visa) or long-term alliances (Nextel’s $40 million annual pledge to Nascar over the next decade). For those companies who’ve spent years looking for a savior— no, not the type Mel Gibson delivered at theaters this spring— we present the first class of “super marketers,” which we’ve defined as top executives who made their mark at three separate brands in more than one industry. Industry hopping aside, Todd Wasserman’s story of this elite class (beginning on page S6) offers a dossier of some of the better-known players, and more notable campaigns and ploys that have remade entire businesses. Arguably, the CMO job is harder today, too: marketing has grown more costly and complex, and is becoming even more so as key audiences flee primetime network television for cable, videogames and Web surfing. Finding the right person who can mesh with the CEO and has the chops to lead a brand organization is a given. But what’s better, a consensus builder who can direct strategy, a customer-focused thinker who can align partners, or a creative maverick who’ll have rivals cursing your commercial genius? You decide. Once aboard, just how a CMO decides to spend a marketing budget is another matter. Saying they didn’t want to pay huge costper-thousand increases, automakers were adamant earlier this year about finding alternatives to the broadcast networks. And yet, media sellers participating in this month’s upfront market for fall ad sales report growth from autos, financial services and telecommunications firms offsetting declines in packaged goods. As for telecom, the rush to wireless gadgets keeps fueling a multitude of expensive campaigns. In 2003, six wireless firms crashed the ranks of big media spenders on our Top 2000 list, led by Verizon Wireless ($841.5 million) for the second year in a row. Pharmaceutical marketers weren’t far behind with category spending up 24% to $3.23 billion, as competition between over-the-counter and prescription drugs intensified. Other issues covered in the essays on the following pages include the parade of carb-related food items, more consolidation at retail, brands getting “embedded” in entertainment properties and higher-end products being purchased by folks who aren’t regarded as part of the luxury crowd. Driving the latter trend, say experts, is an interesting phenomenon. Consumers who are worried about world events and their own personal safety are more focused on their overall wellbeing and willing to pamper themselves with higher quality products and experiences. So, a golf fanatic earning $50,000 a year might have a $3,000 set of clubs and a vacation itinerary that includes a round at Pebble Beach, Calif. If it wasn’t a long time coming already, 2003 also marked the year that mainstream companies finally began targeting the Latino market in earnest. Major brands got into the act with new products in beauty aisles (Pantene Pro V, L’Oréal’s Vive lines), while Hershey struck a wide-ranging endorsement deal with songstress Thalia Sodi for a new line of Makeover boom: ABC Family movie candies. Indeed, total media spending on Lati- promos carry cues from Sears. no TV networks hit a record $68.8 million in 2003, according to Nielsen estimates, or more than twice the amount spent on outdoor ads, and roughly on par with magazines and radio outlays combined. Look for more creative spending options in the year ahead. But back to our first point, for a moment. Lest we think that all things super are better, it’s worth noting that the “super-sized” options at McDonald’s are being discontinued as the fast food giant staves off critics on obesity claims and portion control. Talk about a super idea. —Karen Benezra Note of Credit: Superbrands is an annual publication conceived and developed by the staff of Brandweek magazine. Editor: Karen Benezra Executive editor: Barry Janoff Project director: Chuck Stogel Senior features editor: Michael Applebaum News editor: Todd Wasserman West Coast Bureau Chief: Becky Ebenkamp Senior editors: Jim Edwards Kenneth Hein, Scott Van Camp Senior reporter: Mike Beirne (Chicago), Reporters: Christine Bittar, Karl Greenberg, Sandra O’Loughlin, Sonia Reyes Editorial contributors: Hilary Cassidy, Catharine P. Taylor Art director: Kevin Begovich Photo editor: Debbie Cohn-Orbach Senior researcher: Jim English Copy editor: Ian Blair Production mgrs: Adeline Cippoletti, Elise Echevarrieta Ass’t production mgrs: Noah Klein, Craig Russell, Cindee Weiss Production assistant: Michelle De Roche Production coordinator: Eileen Cotto Editor-in-chief: Sid Holt Publisher: Charlotte Erwin S4 JUNE 21, 2004 www.brandweek.com
Page 1: A SPECIAL REPORT nD Bra s r su u pE
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Page 7 and 8: Superbrands decline of the departme
Page 9 and 10: Superbrands attire rowing a mahogan
Page 11 and 12: Superbrands BRAND Sales Struggle as
Page 13 and 14: Superbrands BRAND In Tight Market,
Page 15 and 16: Superbrands BRAND ascension to Merc
Page 17 and 18: BEER, WINE and LIQUOR the wall. Mil
Page 19 and 20: Superbrands BRAND Colas Stuck in th
Page 21 and 22: Superbrands BRAND Microsoft Tries t
Page 23 and 24: Superbrands BRAND Amid Changing Dem
Page 25 and 26: Superbrands BRAND A Latte with That
Page 27 and 28: ENTERTAINMENT of the class,” said
Page 29 and 30: Superbrands BRAND Say Goodbye to
Page 31 and 32: Superbrands BRAND Crowded Low-Carb
Page 33 and 34: FOOD The Atkins backlash, meanwhile
Page 35 and 36: Superbrands BRAND Crest Gaining on
Page 37 and 38: Superbrands BRAND In a Rather Dirty
Page 39 and 40: Superbrands BRAND Gas Companies Ble
Page 41 and 42: PHARMACEUTICAL/PRESCRIPTION DRUGS D
Page 43 and 44: RETAIL to open as many as 100 store
Page 45 and 46: TOBACCO Consumption Down Slightly A
Page 47 and 48: TRAVEL Low-Fare Airlines Rule Skies
Page 49 and 50: WORLD WIDE WEB Web Players: Let’s
Page 51 and 52: RANK/ BRAND America’sTop 2000 Bra
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BRAND INDEX America’sTop 2000 Bra
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