rolls royce value
Ayman Hammed on branding, Arab values and passion
Ayman Hammed, Customary Manager of CB’a Memac Design Solutions, is frail-spoken but so determinate and passionate that, regard for the quiet tone of voice the willingness to fulfil for both CB’a Memac and the client automatically shines through.
“Branding, an often too generic consultation he says.
“There are so many aspects, at CB’a, we construct a signed brand platform, understand and elaborate on brand, retail, institutional or spin-off territory solutions There are CB’a agencies in 25 countries and the asset of it is that we all benefit from the Ogilvy and WPP market enquiry tools and in our case, also are part of the Memac 360 draw.”
“In the end, what we are looking for is activation. All the expertise of the means creates a synergetic activation of the brands. Each instrument contributes to make the brand alert: Be it in packaging, corporate Identity, operational Marketing, retail Architecture, digital, publications and even promotional goods.”
When it comes to the purpose of CB’a Memac, Hammed says that “A sort is complex, with its own personality & culture. These are the fleeting elements that make the brand both solitary on its market and difficult to figure out. We shape… conceive and formalise the dim elements defining the brand strengths and specificity, in a pragmatic, fetching and lasting way. We also function on the strategic… to rethink each phone point with the consumer in order to valorise, upgrade and position the brand. A mission that accompanies the trade mark on its daily life: Repositioning and positioning, new concepts, portfolio superintendence, activation, distribution & retail.”
“We can andvise the shopper on his positioning v/s the competition and we try to combine the butt audience the client has in mind with that we are suggesting.” In point of fact, Hammed hit a nerve when speaking about talking to the patron and trying to juggle his needs, so further probing of the position was required. “The client sometimes wants to say he is “the rout” but let us face it” Hammed pauses for a while and then continues with the unmistakable that seems to elude most clients, “there is nothing called “the upper-class” there is simply the best in a incontestable segment. In the end the best you can hope for with sure products is not to be “the absolute outwit” which is unattainable but rather “the applicable best.” People disorder low quality with low price, actually, what is being looked for is the highest trait in the low price segment. For example, Toyota Corolla has a scanty price of 20% higher than the other Naturaly, you also trouble to differentiate from others through the use of a Unique Selling Proposition that would set you asunder except for from the competition.”
When asked about techniques such as Brand name Wheel or SWOT (Strengths, Weaknesses, Opportunities and Threats) Hammed argues that “the techniques in themselves are value achromatic. They merely tell you where you stand and how you can replace with people’s perception by knowing your coeval position and positioning in the consumers’ opinion.”
Considering how difficult sometimes clients can be with their self-centered counterpart in the Arab world, Hammed is decisive in his replication – although without using the composed sound of voice – “There is no real suit about perception v/s reality, especially in the shopper’s mind, he has to come to the conclusion of who he is now and where he stands on his own. No core trying to tell him. We might sometimes offer techniques that would lend a hand him point out, but unless he discovers on his own, we can’t do anything. And of progress, the client in the end will judge works, and so for us to be masterful to deliver, we need to be aligned on assumptions, otherwise we would never go into the resourceful phase. What is the point if we still cannot see eye to eye with the client about fundamentals. In the end in this if it happens, better resign the business.”
When disquieting to ask him about how he integrates Arabic heritage and accord in Arab companies, and how certain companies coming from the quarter such as Zain have nothing Arab about their image, Hammed seems a trivial in despair when he answers “well, Arabic values cannot be put everywhere. In the end probity connectivity, good customer putting into play and capacity of reach have nothing to do with Arabs. They are broad telecommunication values for Zain and all other companies. In this situation, I’d like to ask what’s so British about Vodafone? Nothing! No pipers, no nothing. But, as a consequence, if you speak of a hotel, then Arab generosity is a value one would splash. It all depends on the product and product sphere in question.”
Hammed even pushes the pleading further and asks “In the end, what is being an Arab today? What does it presage? What is our identity? Why do we have to insert our values defensively everywhere?”
Looking at that positioning and repositioning are some of the major aspects of the trade of CB’a Memac, Hammed notes that “if there is still unmitigated residual brand value, good will for justice, if there are no permanent negative memories associated with a label and if the brand is not “dead” in that point of view, then a certain salvaging and repositioning can be done. Gucci made its products meagre to drive the sales and the prices up, Starbucks is now succeeding back to its old logo, some other brands pulled back of the market-place and repositioned, but just like under-baring of a brand is a major defect so can be the cover of over-exposure as in the case of French Conneciton UK which overplayed its FCUK strategy so much that they produced two full collections without the use of the acronym to downplay it after so much disclosing.” Hammed pursues “impartial like plants, overwatering is upright like underwatering. Same for brands”
“One has to have lucidity of business purpose when dealing with brands be it extending, positioning or repositioning. Let’s take the pattern of Mercedes which was confronted with the choice of either to renew Maybach, or to buy Rolls Royce or Bentley. They found that Maybach still had compelling residual brand value so they revived it, whereas BMW looked at its legacy and found that there was nothing it could recovery there so it went to Rolls Royce and Volkswagen went on and bought Bentely.”
Hammed finishes off saying “why are you here today?” addressing himself to me “isn’t it because you have passion for what you do?” Before I even retort he goes on and says “one needs passion to do line, and so do we, and without passion there is not excellent work.”
No theorize CB’a Memac are going stratospheric then!
Double The Price - Rolls Royce - Terry Tibbs - Fonejacker.eu
rolls royce value: http://www.fonejacker.eu - Terry Tibbs, always pushing his fortuity, cheeky Cockney
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