Brand Comparison

Branding Strategy Studies Module DM5502

Jaimie Gerst 1314970
MA Design and Brand Strategy
John Boult

THREE BRANDS
Vera Bradley Inc. was created in 1982, when two friends
recognised that luggage was not designed for women (Hall,
2007). Best known for creating patterned quilted luggage and
handbags (Vera Bradley, 2013a), this lifestyle brand offers
affordable luxury fashion accessories (Vera Bradley, 2013b).
When CEO Michael Ray stepped down in June, yearly profits
went down, and earnings lowered (Cheng, 2013b). Robert
Wallstrom, former president who successfully repositioned Saks
Inc.s Off Fifth, became CEO in November 2013 (Rubin, 2013).
Therefore, interest in recent company changes and personal
brand loyalty determined selection.

Vera Bradleys brand vision is to create casual, affordable
and fun luxury products for family lifestyles (Vera Bradley,
2013b). The corporate mission is to be a girls best friend.
(Elmer, 2006). When conducting a visual website audit,
these elements were conveyed through product placement,
advertisements, stories and product designs. According to Ray,
Vera Bradley extended brand awareness over 2013, despite
lowering sales (2013, quoted in Vera Bradley, 2013e). Similarly,
the global luxury industry is undergoing the slowest sales growth
since 2009 (Roberts, 2013). Overall, the luxury industry seems
to be struggling. The luggage market has increased interest
in electronic portable storage and charging (Euromonitor
International, 2013). Vera bags offer secure pockets and zips.
Vera has a multi-channel strategy with 79 stores, 14 outlets and
3,400 specialty retailers in the US, as well as 15 stores in Japan
(Vera Bradley, 2013b). Website visits increased 45% in 2013
(Vera Bradley, 2013b). Vera Bradley competes with Coach, Nine
West, Liz Claiborne, Dooney & Bourke and Michael Kors (Vera
Bradley, 2013b); several strong European and global brands. To
differentiate itself, Vera strategically releases seasonal designs
to encourage multiple purchases among women, ranging from
young girls to grandmothers (Vera Bradley, 2013b). Vera Bradley
positions itself as a high quality brand with distinctive vibrant
styling and functional design. (Vera Bradley, 2013b). Bags in the

(Vera Bradley, 2013d)

(Vera Bradley, 2013d)

(Coach, 2013b)

(Coach, 2013b)

collection range from $23 to $160 (Hall, 2013). The designs, patterns, storage and playful party
atmosphere seem to support the brand strategy.

Coach Inc. competes with Vera Bradley and was 6th on Interbrands best retail brands
in 2013 (Interbrand, 2013b). Insight could be gained from how Coach reached brand success.
Starbucks made it to number 91 on Interbrands top 100 global brands (Interbrand, 2013a).
Because the brand is so successful globally brand I wanted to understand Starbucks brand
strategy. Starbucks has also gone through rebranding successfully, which could be beneficial for
comparison. (350 words)
BRAND MODEL
Thomas Gads 4-D Branding model is useful for understanding the meaning behind a
companys brand (Gad, 2001). To compare three brands and find a way to improve or modify the
performance of Vera Bradley, a model which helps analyse the brand image and future strategy
would be appropriate. Gads Brand Mind Space model fits this criteria, providing a way to analyse
and differentiate an existing brand from competitors (Gad, 2001). Vera Bradley has not gained
high ranking like Coach and Starbucks, so this comparison will show the dimensions that Vera
could improve.

This model is useful because it offers a way to identify how the brand looks, feels and
behaves in order to better understand it, while thinking about the future of the business (Gad,
2001). The four components to the model are the functional, spiritual, social and mental
dimension, which provide insight about the meaning and emotional aspects of a brand.
Recognising these four components is valuable because each is essential to building a strong
brand image, communicating internal and external elements of the brand. It seems intangible
elements of the brand are difficult to create but key in adding brand value. In industries such as
service and luxury, successful design connects the customer emotionally to the brand. This is
beneficial because it shows if the consumer and companys vision of the brand align.

The model is valuable because it can help a brand owner understand which areas of
the brand need to be strengthened. As Aaker stated, the brand strategy needs to be viewed
from 3 perspectives: a customer analysis, a competitor analysis, and self analysis. (Aaker, 2002,
p.190). These perspectives are all considered when using the Gad 4-D model. This model could
help to increase brand recognition and improve profits because the market winners are usually
companies with a coherent brand image (Gad, 2001). By discovering which elements are off
brand, the owner can focus on creating meaning in these areas to communicate and engage the
customer, potentially resulting in increased brand performance. (327 words)

Functional Dimension

Adding a new piece to my collection, I know it will

be durable, secure and lightweight, providing me
with zips and pockets for everything I need.

I feel like a guest at a party

with fiends. Together we
have fun, both on-line and
in store. A community of
women who also value
fun, family and travel.

I feel like my style is special.

This seasons pattern feels
like it was made just for me,
acquired from a place that
felt like home

Vera Bradley

Mental Dimension

Social Dimension

Vera Bradley
Brand Mind Space

I appreciate and admire Vera Bradleys commitment

to help our female friends beat breast cancer.

Spiritual Dimension

Functional Dimension

High quality affordable leather goods, offering

head to toe glamour for everyday, work or
play. An experience just an app away.

Everyone knows this

American friend from NY,
who knows my style. I
admire this friends who is
always around, my husband
is falling in love, too.

Fondly carrying my first

coach, I feel luxurious,
sophisticated and smart.
Finally, a member of this
authentic heritage that I
love and trust.

Coach Inc.

Mental Dimension

Social Dimension

Coach Inc.
Brand Mind Space

Brand Mind Space (Gad, 2001, p. 18)

Rooted in family, this multinational corporation

helps tutor children local schools. Truely expresses
authentic American cuture and support.

Brand Mind Space(Gad, 2001, p. 18)

Spiritual Dimension

A proud member of
this coffee cult, I was
hooked at first sip.
Experiencing perks of
a gold card member,
I feel connected and
appreciated.

Functional Dimension

Quality coffee that is better than the rest.

I connect with the barista and enjoy food
and tea in this welcoming coffee house.

Starbucks

When traveling Starbucks

gives me a sense of grounding
and reassurance. Starbucks
makes me feel more at home
in a strange place, according
to Clair. (2013, quoted in
Interbrand, 2013a).

Starbucks cares about me, the community,

environment, and local initiatives. I can see
the effort to make this world a better place.

Spiritual Dimension

Mental Dimension

Social Dimension

Starbucks
Brand Mind Space

Brand Mind Space(Gad, 2001, p. 18)

Comparing
Brand Mind Space

Functional Dimension
(Vera Bradley, 2013d)

Social Dimension

Mental Dimension

(Interbrand, 2013c)

(Starbucks, 2013b)

Spiritual Dimension

Brand Mind Space(Gad, 2001, p. 18)

BRAND COMPARISON/STRATEGY

Looking the Gad model, functionality is lowest for Vera Bradley, medium for Coach, and high for
Starbucks. Vera offers affordable limited edition products (Hall, 2013), however line extensions lack the
patterned, fun spirit of the brand. Conversely, Coach is transitioning to a lifestyle brand, communicating
New York lifestyle through campaign stories, line extensions and brand ambassadors. Strongest is
Starbucks, offering quality coffee and luxurious experiences (Mourdoukoutas, 2013). Packaging expresses
coffee culture and customer experience during seasonal and logo redesign (Gibbs, 2013). It seems that
successful products consistently reflect the brand identity.

Comparing spirituality, Vera Bradley is between Coach and Starbucks. The Vera Bradley Breast
Cancer Foundation supports women (Vera Bradley, 2013c), who are brand ambassadors. Sharing
inspirational stories and marked with Veras pink elephant pattern (Vera Bradley, 2013c), this initiative
contributes to brand personality. Conversely, Coach helps tutor children nationwide (Coach, 2013a). This
initiative lacks easy web access and does not seem to fit Coachs brand DNA. Spiritually strong, Starbucks
is a leader in Corporate Social Responsibility (Huang, 2013). Initiatives focus on literacy, water and coffee,
resonating with coffee house culture. Overall, companies that contribute to initiatives that reflect the brand
identity, could also strengthen brand awareness.

Creating mental connections, Starbucks is ranked high, followed by Coach then Vera. Vera is
low and according to Ray, some retailers do not align with brand strategy (2013, quoted in Vera Bradley,
2013e). Retailers could lack the fun, playful and homey experience that creates an emotional relationship
between customers and brand. Conversely, Starbucks creates feeling of home and community consistently
through the design of interior, service, taste and smell (Interbrand, 2013a). Similarly, Coach ranks high
mentally because every girl remembers her first Coach Luxury experience (Anderson, 2013). Mine was
Christmas, with branded bowed boxes that made me feel sophisticated. This intangible bond seems to be
most effective when the brand is holistic.


Socially, Vera is medium because of well-designed digital experiences. Veras Dress Your Dorm
campaign won the MarCom Gold Award (Marketing Weekly News, 2013). Customers are digitally connected
to the Vera community. However, Starbucks is deeply social, from card member payment to employee
engagement. Failing in 2008, My Starbucks Idea drove reinvention, encouraging customers to contribute
ideas online (Starbucks, 2013a). Likewise, on the #coach from above website, Coach has a photo competition.
Coach was the most searched handbag Brand in 2012 (Interbrand, 2013b), holding 30% retail market share
according to Champine (2013, quoted in Chang, 2013a). Coach has deep social presence and strong brand
equity. It seems by including customers in brand building, increased customer loyalty could be achieved.
Performance at Vera Bradley could be improved through design and brand strategy. This plan should support
the company vision and mission.

Vera Bradley can improve functionality by redesigning products for loyal customers. With confusing
line extensions, designing around core values of fun, creativity and family across touch-points is essential.
This cohesive approach could increase perceived quality. Also, engaging customers in the design process could
emotionally connect them to the brand. With innovative brand, products and services, sales performance
could increase.

By increasing initiatives that reflect Veras brand personality, spirituality could be improved. This could
enhance Veras ethical image, adding value to the brand. By participating in initiatives that communicate
core values such as family, brand identity could be strengthened both internally and externally. Perhaps a
guerrilla campaign embodying the spirit of family and fun could raise brand awareness, while promoting new
initiatives.

Vera Bradley could improve performance by creating a holistic brand across all channels. By creating
unforgettable memories, value is created. Vera strives to make guests feel at home, and store environments
foster this experience. However, lack of brand control in retail stores could taint the brand image. Perhaps
expanding Vera stores and decreasing retail stores during growth will increase brand consistency.

Vera Bradley has a strong digital social presence, but creating an offline community could strengthen
this dimension. Designing a strategy to engage customers could differentiate the brand from competitors.
Creating membership like Starbucks, customers can earn rewards while growing their personal Vera
collections. Customers would feel appreciated and strive to reach status recognition through purchases,
ultimately improving brand loyalty and performance.

In conclusion, creating a strategy that focuses on improving perceived quality, brand awareness,
service experience and brand loyalty, Vera could increase performance. (650 words)

(Gibbs, 2013b)