The current brand situation: EDF

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The current brand situation: EDF

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Résumé du document

There are great modifications in the organization of the electric sector in Europe. It is agreed that the sector management must change and must adapt to the requirements of the European Unique Market, and that consequently the invisible power of the private market must replace the visible power of the European governments. The objective is obviously an improvement of the service for the final customer - consumers and producers - and thus of a greater economic effectiveness of the European productions. The European dynamism pushes towards a total opening of the markets. The ultimate objective of the Member States, determined during the European Council of Lisbon, aims to the development of a full market opening. EDF's creation is linked to the ambitious program of hydraulic equipment launched a few years before the World War 2 by the Minister of Civil Engineering's (Ministre des Travaux Publics), confirmed in a difficult time by the organization of Vichy (Comité d'Organisation de Vichy) and reaffirmed in a more ambitious perspective in March, 1946 by the “Plan Monnet”.

Sommaire

The current brand situation.
1. Strategic behavior of the group.
2. Improvement of the marketing policy.
3. Positioning of the activities by country.
4. Competing situation of EDF in Europe.
5. Porter Matrix.
The Importance of brand management in value Creation.
1. The first step: Ensure identification of the brand within the customers minds.
2. The second step: Establish the brand meaning in the minds of customers.
3. The third step: Update the proper customer responses to this brand identification and brand meaning.
4. The fourth step: Convert brand response to create an intense, active, loyalty relationship between customers and the brand.
5. The role of the communications mix and the media plan.
The brand value chain.
Brand tracking survey.
Budget breakdown.
Bibliography.

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Extraits

[...] Please indicate your agreement with the following statement: EDF is: Innovative Knowledgeable Trustworthy Likable Concerned about their customers Concerned about society as a whole Admirable Budget Breakdown Our strategy is to turn the former european names such as EnBW or Edison into EDF energy. JC DECAUX is the number two on the advertising and billsticking market. The brand is present in 29 countries in the world. EDF is located in 21 countries in the world. For this media plan, we choose to communicate in five countries: Spain, France, Italy, United-Kingdom and Germany. [...]

[...] Our budget soars 000€. We want to divide it as following: for the billboard network for the print media advertising Cost of an advertising campaign of one week in 15 cities (more than 1 million inhabitants) of 5 European countries: Billboard network: JC DECAUX Bus shelter billboards: Puissance Major A 100 (size :2m2) in the capital + 200 (size :2m2)in the suburbs + 50 (size: 2m2) around the petite couronne Medium price of a european poster size 2m2: 55€/day ( 247 500€/week (for 15 cities) Airports 200 billboards (size : 2m2) ( 150 000€/week (for 15 cities) Billboard network: Métrobus Paris Underground 450 on the platforms (size : 3*4 ( 000€/week (for 15 cities) Bus (behind) ( 000€/week (for 15 cities) = > 500€/week Print media advertising: 20 Minutes, Métro 1/2 page from Monday to Thursday: 88 parutions for 4 million euros. [...]

[...] The activities in Europe are in situation of dilemma. If they're making the growth of the group, they appear very unsatisfactory in terms of profitability, in particular the Continental Europe zone with EnBW. The improvement of the margins in Europe is a priority for EDF. Its establishment was acquired by carrying out constant financial efforts which it is naturally advisable to make profitable. Lastly, the activities carried out in South America and Asia are in situation of high-speed motorboat. Their weight in the activity of the group remains however weak. [...]

[...] The progressive reduction of the selling price erodes the benefit. The sales grow more and more slowly and reach their maximum. Competition increases and, under the pressure, the company which seeks to maintain its shares of market must decrease its selling prices. It put on an intense promotion and a publicity and on a reduction of the production costs. It is the moment when the company must be called into question and invest in a revival of the product (by technical improvements, modifications of packaging, suggestions of new uses). [...]

[...] have nothing against EDF. They provide good services and I never had any trouble with don't care about EDF Company; my wife takes care of the bills”. People think that EDF is the only company that delivers electricity for residential and business. Actually, companies (whether small or big businesses) can change providers. For the residential customers EDF has a deadline fixed to 2007 to open widely the market. In general, customers don't have any feelings with the brand EDF. Indeed, we can notice with the pyramid of needs by Abraham Maslow that electricity is now a physiological need. [...]

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