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So many companies and brands out there in the market, it will be impossible to stand out without a great name. Just imagine, there are already more than 150,000 companies operating in a small country like Singapore. How will your brand stand out if it doesn't have a great name? Finding a great name is also no longer easy because of the proliferation of companies and brands in our society. Chances are, the name you think of has already been registered and trademarked by someone else. So, what do you do? The 10 Rules Of Naming will show you how to create a powerful brand name in a simple, straightforward and jargon-free manner. Besides explaining the 10 rules of naming in detail, the book also covers the pitfalls of naming to avoid, binding everything together through vivid examples of how companies with great names went about creating those names.

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Marketing et communication

Strategic management

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Publié par	MarshallCavendishM
Date de parution	01 mars 2009
Nombre de lectures	1
EAN13	9789814435338
Langue	English

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GET A NAME!
JACKY TAI
GET A NAME!
10 Rules To Create A Great Brand Name
2009 Marshall Cavendish International (Asia) Private Limited
Published by Marshall Cavendish Business
An imprint of Marshall Cavendish International
1 New Industrial Road, Singapore 536196
All rights reserved
No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the copyright owner. Request for permission should be addressed to the Publisher, Marshall Cavendish International (Asia) Private Limited, 1 New Industrial Road, Singapore 536196. Tel: (65) 6213 9300, Fax: (65) 6285 4871. E-mail: genref@sg.marshallcavendish.com .
Website: www.marshallcavendish.com/genref
The publisher makes no representation or warranties with respect to the contents of this book, and specifically disclaims any implied warranties or merchantability or fitness for any particular purpose, and shall in no events be liable for any loss of profit or any other commercial damage, including but not limited to special, incidental, consequential, or other damages.
Other Marshall Cavendish Offices
Marshall Cavendish Ltd. 5th Floor 32-38 Saffron Hill, London EC1N 8FH Marshall Cavendish Corporation. 99 White Plains Road, Tarrytown NY 10591-9001, USA Marshall Cavendish International (Thailand) Co Ltd. 253 Asoke, 12th Flr, Sukhumvit 21 Road, Klongtoey Nua, Wattana, Bangkok 10110, Thailand Marshall Cavendish (Malaysia) Sdn Bhd, Times Subang, Lot 46, Subang Hi-Tech Industrial Park, Batu Tiga, 40000 Shah Alam, Selangor Darul Ehsan, Malaysia
Marshall Cavendish is a trademark of Times Publishing Limited
National Library Board Singapore Cataloguing in Publication Data
Tai, Jacky,- 1970-
Get a name! :- 10 rules to create a great brand name /- Jacky Tai. - Singapore : Marshall Cavendish Business,- c2009.
p. cm.
eISBN : 978 981 4435 33 8
1. Brand name products. 2. Business names. I. Title.
HD69.B7
658.827 - dc22 OCN302298753
Printed in Singapore by Craft Print International Ltd
This book is dedicated to Wilson, Adeline, Prantik, Elgin, Raine, Eileen, Mervin, Lerisca, Nicholas, Kennie, Sheena, Hui Zhi and Elvira - my learned colleagues and trusted comrades.
Jacky
9 January 2009
CONTENTS
FOREWORD
CHAPTER 1 CONTINUING THE BRAND JOURNEY
CHAPTER 2 WHY DO YOU NEED A STRONG BRAND?
CHAPTER 3 YOU CAN T BUILD A STRONG BRAND WITH A LOUSY NAME
CHAPTER 4 RULE NO. 1: THE NAME MUST BE EASY TO PRONOUNCE
CASE STUDY: ALLSHORES
CHAPTER 5 RULE NO. 2: THE NAME MUST BE EASY TO REMEMBER
CASE STUDY: ASIA PAINT
CHAPTER 6 RULE NO. 3: THE NAME MUST BE ENGLISH-SOUNDING
CASE STUDY: EU YAN SANG
CHAPTER 7 RULE NO. 4: THE NAME MUST BE SHORT
CASE STUDY: LEEDEN LIMITED
CHAPTER 8 RULE NO. 5: THE NAME MUST BE UNIQUE
CASE STUDY: ROTARY ENGINEERING
CHAPTER 9 RULE NO. 6: NO GENERIC WORDS
CASE STUDY: CEIL
CHAPTER 10 RULE NO. 7: NO ACRONYMS
CASE STUDY: GOLDBELL
CHAPTER 11 RULE NO. 8: YOU NEED TWO NAMES
CASE STUDY: YA KUN
CHAPTER 12 RULE NO. 9: YOU MUST HAVE A DOT.COM SUFFIX
CASE STUDY: BRANDQUBE
CHAPTER 13 RULE NO. 10: THE NAME MUST BE LANGUAGE NEUTRAL
CASE STUDY: CRECEPT
CHAPTER 14 TWELVE NAMING MISTAKES TO AVOID
CHAPTER 15 TYING IT ALL TOGETHER
FOREWORD
I have often been asked why it is that I use so many business-to-consumer (B2C) brands to illustrate the principles of branding even though I work for a business-to-business (B2B) branding specialist, and the answer is a simple one. B2C brands are known to more people than B2B brands because B2C brands tend to be more mass-market, while B2B brands tend to be specialised and more niche-market. Even if you were in the B2B sector, you might not know a B2B brand from another industry. Having said that, I do use B2B brands that are well-known. Some have become such household names that many people are shocked when I say they are B2B brands.
Intel is one example of a B2B brand. It really is. Who does Intel sell to? Other companies. Intel does not sell its products directly to consumers but to various computer manufacturers. FedEx is another B2B brand. Again, many people will roll their eyes. Who uses FedEx? Companies or consumers? Mostly companies. Think back to the last time you used FedEx. Was it to send personal stuff or work? Likewise, Hyflux is a B2B brand but it is well-known enough such that I can use it where appropriate to illustrate the principles of branding. Caterpillar is a hardcore B2B brand that sells construction equipment to construction companies, but I use it to exemplify some of the topics covered because it is well-known.
Throughout this book, you will find a mixture of B2B and B2C brands being used to demonstrate the rules of naming. While it is true that I focus my branding work on B2B companies, I use many B2C brands to illustrate the principles of branding, differentiation and even naming, because most B2B examples would be lost on the majority of people. Let s say you are a B2B company that makes windscreens which you then supply to car manufacturers. That makes you part of the automotive industry. Still, you may not know many of the other B2B brands in the automotive industry because you do not deal with or use them.
For example, as a windscreen supplier to automotive manufacturers, you may not have heard of Getrag even though it is a famous brand specialising in gearboxes, nor of ZF, which is well-known for power steering systems. Likewise, Eibach may be unfamiliar, despite it being a leader in coil springs used in the car s suspension system. Bilstein? Koni? Both are famous for their shock absorbers. You may not even have heard of Hella, the renowned manufacturer of headlights; of Marelli, reputed for engine management systems; and of VDO, who are highly regarded for instrumentation displays.
That is why I have to use brands most people have heard of, to make it easier to illustrate the rules of branding, differentiation and naming. This means that, very often, I end up using B2C brands. However, the principles of branding, differentiation and naming are like Mathematics: One plus one equals to two. They work the same way for B2B, as well as B2C or hybrid brands. They work whether you are a product or service company. And they work the same way in Singapore as they do in the United States or Timbuktu or Bora Bora.
Do not be overly concerned if you do not find brands from your industry being used in this book (or any of my books for that matter). Focus instead on the principles of naming I will be discussing. In fact, if you do not find brands from your industry, that might actually be a good thing because this book only uses brands that are considered strong. Maybe there are no strong brands from your industry. If so, you can be the first. If, on the other hand, there are many strong brands in your industry and you are not one of them, you are in big trouble!
In reading this book, remember these few things; they will help you get the best out of what has been written:
1. The principles of naming are the same regardless of whether you are a B2C, B2B, hybrid, product, service, brick-and-mortar or e-commerce brand. They are also the same regardless of the country you are from.
2. All big brands start out as small brands. Do not look at the size of the brands today. Look at what they did in terms of naming when they were small. The rules of naming are the same for start-ups, small and medium-sized companies or multinationals.
3. While there are exceptions to the rules of naming, these are rare. To improve your chances of creating a great name, play by these rules. Do not try to be a hero and attempt to be the exception that succeeds in flaunting them and getting away with it.
I have also been asked if there are specific rules of naming for companies at different stages of growth, and the answer is no. The rules of naming - just like the 10 Rules Of Branding and the 13 rules of differentiation highlighted in my previous two books - apply to any company. They are even more critical, because while you can start applying the 13 strategies of differentiation a few years or decades into your existence, you need to get the name of your brand right before you even open for business - the reason being that names are hard to change. Many companies underestimate how hard, and how potentially expensive, it is to change even a bad name.
A name is one thing you should get right from the start. Better that, than to try to fix things. Given how fast the business world moves and how quickly your competitors punish you for mistakes, there may not be a later if you start off on the wrong foot.
CHAPTER
01

Continuing The Brand Journey

BRAND building is a never-ending process. There are so many components that it will take me a few more years - and a few more books - to cover them all. For now, our mission to help educate Asian companies in the art and science of branding has pulled into the third station: naming strategies.
This book is a continuation of the journey that was started in 2007 with the launch of my first book, Transforming Your Business Into A Brand , coauthored with my colleague, Wilson Chew. That book talks about the 10 rules of branding all strong brands - be they global, regional or local - are built on. Over the years of consulting, we have come to realise Singapore has actually bred many world-class companies - companies that are fundamentally sound, well-managed, efficient and who provide high-quality products.
The fact is Singapore has many world-class companies but not that many world-class brands, which is why, when compared to many of their counterparts in the West or even Japan and South Korea, Singapore companies have comparatively low brand values. All else being equal, a Western company has a higher percentage of its value in intangible assets than a Singaporean company.
When you ha