BRAND PROTECTION
DEFINING THE GLOBAL BRAND PROTECTION PROGRAMME
Protecting your brand in today’s global marketplace is no longer a luxury; rather, it’s a necessity for a corporation to ensure not only a level playing field in the stream of commerce but also to afford the ability to maximise market penetration and realise continued growth. Rodolfo Diaz explains.
Mature brand protection programmes are aligned with a company’s business objectives and have a measureable impact on revenue growth. Regardless of the industry, mature programmes are defined by three overriding characteristics.
Ethics
A global strategy and infrastructure can only be successful when all programme activity is blanketed by an ethical creed. Tis overarching commitment to ensure all programme activity adheres to ethical and legal requirements is the baseline for all mature programmes. It is a commonality that clearly states that the programme and its participants, both internal and external to the corporation, must adhere to an outlined or prescribed set of company ‘standards of conduct’. Since mature programmes are global in nature, they must be prepared to comply with all local laws within the countries where they operate.
Adherence to these ethical standards is non- negotiable and, as such, they should be clearly
defined and communicated both internally and externally. Great care should be taken to receive in writing not only an acknowledgment of understanding, but also a commitment by the programme participants to act within these standards at all times and to also immediately report any deviation from the standards if witnessed. Because these programmes engage governments at the judicial level, it’s critical that the programme and its participants remain above reproach, always displaying the highest levels of integrity to promote trust and confidence during any judicial process.
Structure and alignment
With a ‘moral’ code in place, the programme’s structure and global alignment become the second most important characteristic of a mature operation. Te first element to be defined is the programme’s global strategy. Defining this strategy and the ability to communicate it succinctly is the single most critical element in the programme, the cornerstone on which participants will build their respective roles
44 World Intellectual Property Review May/June 2011
and functionalities within the corresponding infrastructure. Te identified strategy must be aligned with the corporation’s overall business objectives to ensure all programme activity provides recognisable and measurable value to the business. Tough brand protection programmes have many elements, with multiple disciplines playing vital roles, the mature programme is first and foremost a business tool that can oſten provide a competitive advantage in the marketplace, particularly when its goals and objectives are aligned with the corporation’s business units.
Recognisable and measureable value can only be defined in one manner that is significant for most corporations: increased market share and increased revenue. When this metric can quantifiably demonstrate that programme activity has maximised market penetration quarter over quarter or year over year, the programme value becomes undeniable. A measureable decline of illicit trade coupled with a rise in the company’s market share and revenue growth reinforces the programme’s strategy and direction.
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