PART I The project takes its departure in attempting to answer the research question: How must Labofa communicate to revitalise its brand with its definitive stakeholders and essentially, what must Labofa monitor to sustain this brand equity? PART II The Business Review revealed two key issues in need of structuring and streamlining, in order for Labofa to be able to revitalise its brand. These were the company’s struggles with its marketing budgeting strategy and IMC understanding and the importance of creating direct comparisons between the Labofa brand and the company’s core benefit – ergonomic correctness. PART III The Stakeholder Analysis revealed that Labofa’s definitive stakeholders and thus its target audience was the distributors, as they unlike the users and decision-makers possessed both power, legitimacy and urgency in connection with the office chair brand choice. The Strategic and Creative Considerations analysis discovered that the main task for Labofa in future marketing communication was a strengthening of the links between the Labofa brand itself and the ergonomic office chair category and ergonomic brand benefit, respectively in the minds of distributors. Finally, the Brand Value Chain section provided a CEO checklist with specific and relevant key performance indicators, which Labofa needs to monitor on an ongoing basis, to sustain the brand equity gathered from the strategic template provided. PART IV To sum up the answer to the overall research question, Labofa must communicate strong links of brand awareness and attitude, to its definitive stakeholders the distributors and essentially sustain the gathered brand equity, by monitoring the key performance indicators in the CEO checklist of the different value stages and multipliers in Labofa’s brand value chain.
|Educations||MSc in Brand and Communications Management, (Graduate Programme) Final Thesis|
|Number of pages||134|