Brand profiles

Retail websites viewed through different browsers and on different RGB monitors, most set to their various manufacturers default color specifications. Returns after remote purchasing due to dissatisfaction will impact the brand profile as well as the profits. 

A Go/No-Go ballot is the last chance for a brewery to prevent a flawed batch of beer from reaching the market and perhaps negatively affecting the perception of the brand and brewery. This sort of issue can easily result in costly retums/buy-backs. Due to the gravity of the situation, a Go/No-Go panel would ideally be staffed by the best-trained, most proficient sensory panelists available however, when just starting a program, a grasp of the brand profile, enthusiasm, and an appreciation of the work s importance may have to suffice. 

Final ship/do not ship Batches that do not fit the brand profile Getting started... 

An in-house sensory program should also have a brand profile ( aroma-print 7 taste-print ) for every beer in a brewery s portfolio. These profiles describe the key attributes for each brand. Beyond the smallest of start-up operations, this guideline for brands should be a formal document created in cooperation with the brewers and the sensory team and perhaps the marketing department. The work is not unlike style guidelines used at competitions such as the World Beer Cup and other international brewing contests. Rather than describing broad styles, however, it is specific to a brewery s brands. 

Sensory data may contain many important details that will remain just a collection of results unless they can be presented in a concise, nnderstandable manner. The illustration in Figure 18.3 is a spider chart (aka Radar Profile) showing the results from a descriptive ballot evaluating a brewery s India Pale Ale (IPA) that meets the requirements of the brand profile and is considered True to Brand. (Full statistical approaches can be implemented for data analysis, and discussions can be found in the main references cited above and extensively in Lawless, 2013b and O Mahoney, 1986.)... 

Buy-back programs have two forms. One is when retailers or distributors return product that has not sold and no longer fits its brand profile. The other form is proactive programs that periodically purchases beer from retailers and has the sensory team evaluate how well the product is holding up. Consider a beer that was returned to the brewery and was tasted as part of a proactive buy-back. Once the sensory team has done its work, the differences can be easily contrasted with a sample that is considered Tme to Brand. 

A buy-back program is one way in which a sensory program may extend beyond the brewery, but there is no reason that others who handle the brand cannot be involved in monitoring the prodnct s shelf life. Distributors and sales representatives can be trained to evalnate beer. Business is better for everyone when beer is fresh and remains within its Brand Profile. If beer in trade is not handled correctly, microbiological issues may ensue (Spedding, 2013). 

Figure 18.3 Graph of beer fitting the Brand Profile, provided courtesy of Data Collection Solutions.

In order to determine the impact that electric cars may have on existing processes, it is important to draw a picture of product development processes as well as tools that are involved. First of all, product strategy defines a profile of a new car according to the relevant brand profile, which itself is intended to impact the longterm perception of customers. A specific car profile provides details of factors such as segment, the targeted population as well as characteristics such as level of comfort, functionality, size and so on. 

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