History and theory of brand management

Brand Management has its origins in 1927, at Procter & Gamble, but it was not known by that name, but by Coordination Management, and it focused on a single product from a small family of products. His role at the time encompassed directing market research, planning production over sales, and designing packaging. (Marketing by Laura Fisher)

Interesting evidence seems to indicate that product management originated more or less 40 years ago. Initially credit is to be given to Procter & Gamble, who in 1928 had a Brand Manager for their Lava soap, and who subsequently sponsored product and brand management for some time. (Brand Management, George S. Domínguez)

The first Product Management appeared at Procter & Gamble in 1929. A new company soap, Camay, was unsuccessful and a young executive was assigned to give full attention to its development and promotion. It was successful and the company soon added other product managers. (Marketing, Kotler- Armstrong)

BRAND MANAGEMENT BACKGROUND

Between the 50's and 70's there was a great economic growth, the Brand Management prospered widely, in the 80's the companies had a slow growth so that in some the Brand Management was abolished and in others modified.

By 1990 Procter & Gamble created Category Brand Management where each category oversees a number of brand managers.

Brand Management was established in detergents, cosmetics, food companies and eventually made its way from consumer goods agencies to industrial organizations.

With the diversification of Marketing, there was not much agreement regarding the name of said management, as this depended on the structure of each company, its complexity and its size.

The name "Brand Management" was taken because the maraca is a patrimonial asset of the company, whose commercial exploitation is carried out through one or more products under its name.

The controversy that exists regarding the position of the Brand Manager, is not to be pigeonholed in a single line but to specialize globally.

BRAND MANAGEMENT HEXAGRAM

Hexagram of the Trademark Management

Product. The e Brand Manager has full authority over the product. It deals primarily with the product itself, because it is indispensable for its administrative functions.

Market. It is the specific entity in which the product will be sold. Therefore, it is evident that the Brand Manager will need to fully know his market and be responsible for that knowledge, he will examine the real information: population and density, geography, demography, social and psychological factors, legal and trade restrictions, etc.

Utilities. The Brand Manager seeks to improve profits when and where this can be done, while constantly monitoring that the following situation is corrected.

Coordination. As coordinator, the brand manager acts as the central focus of product information. In that case, you will be acting as a communicator and an interpreter.

Forecasts. They cover the market as a whole and in its different sections, and include the company's position in the forecasted market. Since in many cases there are no existing systems that allow accurate forecasting, part of the responsibility of the brand manager will be to help the development of those systems, and not only deals with the forecasting system, in terms of technique, but also from the accumulation of data and a constant input of reliable information.

Planning It is the result of the unique knowledge of the brand manager and her extensive basic knowledge of the corporation. As there are great variations in the size and personnel of the companies, the exact participation of the brand manager in the planning will also vary. It can range from responsibility for the total marketing plan (in which you primarily act as coordinator, assembler, and final author of the draft plan that will later be approved by management and then implemented), to simple responsibility for the product planning segment of the total plan.

MODERN VIEW OF THE BRAND MANAGEMENT

There are 5 key areas to achieve the mission of a Brand Management:

Understand the consumer Innovation in products launched successfully to the market Effective marketing Integrated marketing Build the organization

BASIC FUNCTIONS OF BRAND MANAGEMENT

Study and information function Creativity function Coordination function Control function

DIFFERENCE BETWEEN PRODUCT AND BRAND ADMINISTRATION

Brand management deals almost universally with the sale of the product, directly by the manufacturer to the consumer or primary distributor, and the product manager often intervenes with an intermediary who uses his products, which are going to give to the consumer market not as the original products you sold, but as components of a later manufacture.

IMPORTANCE OF BRAND MANAGEMENT

The brand manager is the central focus of all information regarding a product or a product line. It is the repository of all that data, the source of information for its products, the planner, the controller and generator of the profits. It is the center of a large sphere of product influence that penetrates all aspects of the company's operations, necessary for the fulfillment of its main obligation: The success of the presentation, marketing and sale of affordable products and the constant review and analysis of its products or product lines, to ensure its constant affordable growth, and a good participation in the market.

The Brand Manager must be prepared to play an important role in the success of the product stewardship operation. You must be capable and ready to be a personal salesperson. This is indispensable for its general effectiveness and more especially it must have a great influence in certain specific areas.

When the company begins to create and manage several product lines and within them a range of articles aimed at different markets such as Colgate, Procter & Gamble, Nestlé, etc., it is very common to find those in charge of designing specific programs for each product..

We can say that the main objectives of Brand Management are:

That the product positions itself in the consumer's mind and satisfies its needs. That it gives the company maximum utility. That it is a leader within its market segment.

BRAND MANAGEMENT AND ITS RELATIONSHIP WITH OTHER AREAS

AREAS	RELATIONSHIP

Marketing	Strategies, planning, penetrating contacts, sales, all aspects
Market research	Problems, types of markets, information gathering, market segmentation, forecasts, model development, evaluation of an analysis, consumer needs.
Product Management	Objectives, goals, strategies, reciprocal relationships, conflicts.
Planning	Objectives, goals, strategies, activity programs, corporate and divisional, reciprocal relationships, coordination.
Sales	Organization, expenses, selections, motivation, territories, compensation, valuation, product selection, emphasis on key products, profits.
Advertising	Role in marketing, possibilities and limitations, budgeting, media selection, efficiency assessment, planning, product selection, coordination, direction and control.
Promotion	Role in marketing, possibilities and limitations, budgeting, selection of means, evaluation of effectiveness, planning, selection, coordination, direction and control.
Purchases	Costs, sources, specifications, acceptances, rejections, delivery and supply, tolerances, advantages, limitations, coordination.
Personal	People, politics.
Administrative services	Relationship with marketing, sales, technical services, customer service, internal organizational functions, office procedures, policies, personnel, equipment, operating requirements.
Engineering	Product requirements, processing requirements, problems, control and review, cost, contribution, coordination, limitations, capacity, alternative processes, critical areas.
Accounting	Costing, direct, allocation, contribution, record keeping, accounts payable, sales and marketing relationships, data sources.
Finance	Balance sheets and statements, control, cash flow, budgets and allocations, tolerances, planning.