This is my MA International Marketing Communications masters dissertation on brand design and how it affects consumer purchasing on an international perspective.

1. January
2011
Brand
Design
and
its
Effects
on
Consumer
Purchasing:
An
International
Study
of
Brands
in
the
UK
and
US
Markets
Stephanie
Lynn
Webb
|
09022561
MA:
International
Marketing
Communications

2. January
2011
Brand
Design
and
its
Effects
on
Consumer
Purchasing:
An
International
Study
of
Brands
in
the
UK
and
US
Markets
Stephanie
Lynn
Webb
MA:
International
Marketing
Communications
London
Metropolitan
University

3. Acknowledgements
There
are
a
few
people
I
would
like
to
personally
thank
for
their
assistance
in
helping
to
compile
and
complete
the
dissertation
and
research
study.
Thank
you
…
• Sharmila
Brown
–
for
your
words
of
wisdom
and
guidance
during
our
meetings.
• Marwa
Gad
Mohsen
–
for
your
communication
assistance
during
the
dissertation
process.
• Riccardo
Benzo
–
for
your
careful
review
of
my
dissertation
proposal
and
guidance
throughout
the
initial
stages.
• Diana
Luck
–
for
help
in
understanding
the
marketing
research
process.
• Rachel
Fairgrieve
–
for
all
your
moral
support,
motivation,
and
putting
up
with
my
endless
ramblings
and
ideas
on
brand
design.
• Vanessa
Levrat
–
for
all
of
your
help
and
initiatives
for
motivation
on
using
new
technologies
and
approaches.
• Claire
English
–
for
your
guidance,
contribution,
and
motivation
for
the
completion
of
this
report.
• Laura
Perenz
–
for
proof
reading
and
editing
my
original
proposal.
• Gisele
Guarisco
&
Peter
Forte
–
for
spearheading
this
course
and
providing
the
entire
IMCo
2009/2010
cohort
with
motivation
and
assistance
whenever
needed.
• Facebook
Friends
&
Twitter
Followers
–
to
those
who
completed
and
actively
promoted
my
online
survey
through
social
media
tools
and
email.
Page
i

4. Table
of
Contents
Abstract
1
Introduction
2
I. Background
Summary
and
Rationale
2
II. Purpose,
Aim,
and
Objectives
3
Literature
Review
I:
Sector
Overview
4
I. Branding
as
an
Industry
4
II. Revitalisation
of
Brands
9
i. Apple,
Inc.
10
ii. The
Coca-­‐Cola
Company
12
iii. Unilever,
Dove
Brand
13
iv. Comparisons
of
Cases
15
Literature
Review
II:
Marketing
Theory
16
I. Purchasing
Habits
in
the
UK
and
US
16
II. Consumer
Behaviour,
Patterns,
and
Trends
18
III. Design
Elements
24
i. Colour
Theory
26
ii. Logo
Development
30
iii. Packaging
and
Products
36
Research
Methodology
39
I. Rationale,
Approach,
and
Design
39
II. Target
Demographics
41
III. Data
Analysis
41
IV. Sampling
42
V. Ethical
Considerations
and
Sampling
Errors
42
VI. Transcript,
Measurements,
and
Mechanism
43
Empirical
Findings
and
Analysis
45
I. Findings
and
In-­‐depth
Analysis
45
i. Interviews
45
ii. Questionnaires
51
Page
ii

5. Conclusions
/
Recommendations
65
I. Summary
and
Overview
65
II. Research
Limitations
65
III. Key
Points
of
Interest
67
IV. Relevant
Future
Research
68
References
69
Bibliography
74
Appendices
76
I. Appendix
A:
In-­‐depth
Interview
Semi-­‐structured
Questions
76
II. Appendix
B:
In-­‐depth
Interview
Transcripts
79
III. Appendix
C:
In-­‐depth
Interview
Framework
Analysis
90
IV. Appendix
D:
In-­‐depth
Interview
Demographic
Charts
94
V. Appendix
E:
Survey
Questions
97
VI. Appendix
F:
Survey
Results
Spreadsheet
105
VII. Appendix
G:
Survey
Objectives
Analysis
Sheet
136
VIII. Appendix
H:
Survey
Demographic
Charts
137
IX. Appendix
I:
Graphs
Mentioned
–
Quantitative
Analysis
140
a. Chart
1:
Design
of
brand
…
mood
I
am
in.
140
b. Chart
2:
Design
of
brand
…
colours
of
the
product.
140
c. Chart
3:
Design
of
brand
…
design
of
the
product.
141
d. Chart
4:
Design
of
brand
…
amount
the
product
costs.
141
e. Chart
5:
Design
of
brand
…
warranty
available
for
the
product
142
f. Chart
6:
Design
of
brand
…
reviews
from
other
sources.
142
g. Chart
7:
Design
of
brand
…
time
I
have
to
purchase
the
product
(time
allowed
to
spend
in
store)
143
h. Chart
8:
Design
of
brand
…
time
I
have
to
purchase
the
product
(limited
time
offer
items)
143
i. Chart
9:
Design
of
brand
…
colour
of
favourite
brand.
144
j. Chart
10:
Design
of
brand
…
colour
of
least
favourite
brand.
144
k. Chart
11:
Favourite
(and
Least)
Brand
Colours
145
l. Chart
12:
Whose
logo
am
I?
–
Bacardi
145
m. Chart
13:
Whose
logo
am
I?
–
Google
Chrome
146
n. Chart
14:
Whose
logo
am
I?
–
McDonalds
146
o. Chart
15:
Whose
logo
am
I?
–
Vodaphone
147
p. Chart
16:
Whose
logo
am
I?
–
Xerox
147
Page
iii

6. q. Chart
17:
Which
brand
am
I?
–
Hummer
148
r. Chart
18:
Which
brand
am
I?
–
Jean-­‐Paul
Gaultier
148
s. Chart
19:
Which
brand
am
I?
–
Converse
149
t. Chart
20:
Which
brand
am
I?
–
Apple
149
u. Chart
21:
Which
brand
am
I?
–
Louis
Vuitton
150
v. Chart
22:
Use
of
Additional
Resources
150
w. Chart
23:
Difficulty
Thinking
of
a
Colour
151
x. Chart
24:
Difficulty
Matching
Logo
with
Brand
151
y. Chart
25:
Difficulty
Matching
Packaging
with
Brand
152
z. Chart
26:
I
have
heard
of
this
brand
…
computer
systems.
152
aa. Chart
27:
I
have
purchased
this
brand
…
computer
systems.
153
bb. Chart
28:
I
have
heard
of
this
brand
…
soft
drinks.
153
cc. Chart
29:
I
have
purchased
this
brand
…
soft
drinks.
154
dd. Chart
30:
I
have
heard
of
this
brand
…
hygiene
products.
154
ee. Chart
31:
I
have
purchased
this
brand
…
hygiene
products.
155
ff. Chart
32:
Purchasing
Habits
155
gg. Chart
33:
Has
your
opinion
changed
on
a
product
or
brand?
156
hh. Chart
34:
Currently
living
…
mood
I
am
in.
156
ii. Chart
35:
Currently
living
…
colours
of
the
product.
157
jj. Chart
36:
Currently
living
…
design
of
the
product.
157
kk. Chart
37:
Currently
living
…
amount
the
product
costs.
158
ll. Chart
38:
Currently
living
…
warranty
available
for
the
product
158
mm. Chart
39:
Currently
living
…
reviews
from
other
sources.
159
nn. Chart
40:
Currently
living
…
time
I
have
to
purchase
the
product
(time
allowed
to
spend
in
store)
159
oo. Chart
41:
Currently
living
…
time
I
have
to
purchase
the
product
(limited
time
offer
items)
160
Page
iv

7. Table
of
Figures
Figure
1:
Customer-­‐Based
Brand
Equity
Model
6
Figure
2:
Consumer
Decision-­‐Making
Process
19
Figure
3:
Marketer’s
Responses
to
Decision-­‐Making
Stages
21
Figure
4:
Influences
on
Consumer
Decision
Making
22
Figure
5:
Maslow’s
Hierarchy
of
Needs
24
Table
of
Tables
Table
1:
Brand
Equity
Components
and
Branding
Benefits
9
Table
2:
Case
Comparison
Study
15
Table
3:
Colour
Meaning
Comparisons
27
Table
4.1:
Wordmark
Examples
31
Table
4.2:
Lettermark
Examples
32
Table
4.3.1:
Symbol
Mark
(Pictorial)
Examples
33
Table
4.3.2:
Symbol
Mark
(Abstract)
Examples
34
Table
4.4:
Combination
Mark
Examples
35
Table
5:
Considerations
for
Package
Design
38
Table
6:
Top
5
Brand
and
Colour
Associations
55
Page
v

8. Abstract
Brand
design
is
important
when
trying
to
market
a
product
or
service
into
a
new
or
already
established
market.
This
study’s
focal
point
rests
on
the
ultimate
question:
“How
does
brand
design
affect
consumer
purchasing?”
The
process
involves
a
comprehensive
understanding
of
the
most
current
literature
on
marketing
and
marketing
theories,
as
well
as
a
thorough
review
of
three
company-­‐rebranding
case
studies
and
a
comparison
between
them
all,
and
an
in-­‐depth
look
at
the
design
elements
and
features
of
branding
and
the
branding
process.
Additionally,
interviews
were
undertaken,
as
well
as
compiling
survey
data
pertaining
to
each
of
the
four
pre-­‐
determined
objectives
to
back
up
the
researched
literature.
This
research
determines
that
brand
design
has
a
significant
impact
on
consumer
purchasing.
Page
1

9. Introduction
I. Background
Summary
and
Rationale
With
the
variety
of
available
brands
on
store
shelves,
it
is
necessary
for
a
product
to
differentiate
itself
from
the
competition
(Recker
and
Kathman,
2001).
One
of
the
most
effective
tools
for
differentiation
is
within
the
nature
of
the
product
or
service’s
branding.
“Branding,
as
we
perceive
and
practice
it
today,
has
evolved
from
many
streams
of
thoughts,
ideas,
and
disciplines”
(Bevolo
and
Brand,
2003).
Essentially,
a
brand
should
embody
the
following
philosophy:
“I
am
not
what
I
think
I
am
and
I
am
not
what
you
think
I
am.
I
am
what
I
think
you
think
I
am”
(Jaffe
and
Nebenzahl,
2001:
11).
With
today’s
technological
advances,
“many
firms
are
tempted
to
globalize
their
own
brands”
(Aaker
and
Joachimsthaler,
2000:
308);
however,
“global
brand
strategy
is
often
misdirected”
(Aaker
and
Joachimsthaler,
2000:
309)
and
“the
key
to
a
global
brand
...
is
finding
a
position
that
will
work
in
all
markets”
(Aaker
and
Joachimsthaler,
2000:
307).
When
creating
a
global
brand,
a
company
should
keep
in
mind
the
following
principles
(Aaker
and
Joachimsthaler,
2000:
308-­‐9):
• Different
market
share
positions
–
how
to
advertise
a
brand.
• Different
brand
images
–
how
to
design
a
brand.
• Preempted
positions
–
how
to
distinguish
a
brand.
• Different
customer
motivations
–
how
target
a
brand.
• Different
customer
responses
to
executions
and
symbols
–
how
to
localise
a
brand.
Three
of
the
more
recognised,
successful
global
brands
that
have
followed
these
principles
include
Apple
Computers,
Coca-­‐Cola,
and
Unilever’s
Dove.
These
brands
have
each
had
their
periods
of
failure
on
a
global
scale,
and
the
dissertation
will
briefly
discuss
how
they
managed
to
overcome
their
issues
through
corporate
re-­‐branding.
(Barnes,
2001;
FundingUniverse,
2004abc;
Haig,
2003:
13-­‐18;
Heller,
1996)
Page
2

10.
II. Purpose,
Aim,
and
Objectives
Through
researching
the
branding
stories
of
Apple,
Coca-­‐Cola,
and
Dove,
there
is
an
apparent
overlapping
theme
in
how
they
have
each
reached
the
top
positions
in
their
markets
today:
rebranding
from
the
bottom-­‐up.
The
study
will
answer
the
question,
“How
does
brand
design
affect
consumer
purchasing?”
The
following
objectives
have
been
explored
in
efforts
to
understand
more
information
on
this
topic:
Objective
1:
Gain
insight
into
the
world
of
brand
creation,
maintenance,
and
expiration.
Explored
by:
Researching
the
branding
industry’s
foundation,
principles,
theories,
and
models.
Objective
2:
Investigate
correlations
between
the
design
of
a
brand
and
how
it
affects
consumer-­‐purchasing
habits.
Explored
by:
In-­‐depth
analysis
of
the
Apple,
Coca-­‐Cola,
and
Dove
brand
case
studies,
as
well
as
further
research
on
consumer
behaviour,
patterns,
and
trends.
Objective
3:
Examine
the
sensory
features
of
brand
design.
Explored
by:
Researching
topics
on
colour
theory,
logo
development,
as
well
as
product
and
package
design.
Objective
4:
Identify
consumer-­‐purchasing
habits/trends
in
the
UK
and
US
markets.
Explored
by:
Exploring
consumer-­‐purchasing
habits
and
trend
studies
on
consumers
in
the
United
Kingdom
(UK)
and
United
States
(US).
Along
with
the
above
objectives,
it
was
necessary
to
analyse
these
brands
from
an
international
perspective,
researching
their
effectiveness
more
specifically
within
the
UK
and
US
markets.
Ultimately,
the
dissertation
disproves
the
following
null
hypothesis
based
on
found
literature
and
analysis:
“Brand
design
is
not
directly
linked
to
consumer
purchasing
habits.”
Page
3

11. Literature
Review
I:
Sector
Overview
I. Branding
as
an
Industry
Whether
trying
to
develop
a
product
or
trying
to
sell
a
destination
hot
spot,
it
is
necessary
to
start
from
the
beginning
and
look
at
the
core
principles
and
foundations
of
what
branding
entails.
In
short,
branding
“means
adding
value
to
products”
(De
Mooij,
2005:
96),
but
what
are
those
values
it
adds
to
the
products?
“A
brand’s
values
are
what
it
stands
for
and
what
it
believes
in;
they
are
the
guidelines
that
form
its
moral
compass”;
“strong
brands
are
respected
for
their
values
and
are
defined
by
them”
(Hitchens
and
Hitchens,
2010:
109).
These
values
are
the
intangible
aspects
that
the
consumer
gives
the
brand
itself.
Some
of
the
strongest
global
brands
incorporate
one
or
a
number
of
the
following
attributes:
pioneering,
creativity,
innovation,
caring,
communication,
knowledge,
and
inspiration;
values
are
what
defines
a
brand.
(Hitchens
and
Hitchens,
2010:
110)
To
achieve
the
results
of
having
the
values
of
a
brand
correctly
identified
by
the
consumer,
it
is
necessary
to
keep
these
ideals
and
values
in
mind
in
all
stages
of
the
branding
development
process—from
conception
to
implementation:
• Idea
Generation
–
“identify
product
ideas
that
will
provide
important
customer
benefits
compatible
with
company
mission”
(Solomon
et
al.,
2009:
259-­‐60).
• Product
concept
development
and
screening
–
“expand
product
ideas
into
more
complete
product
concepts
and
estimate
the
potential
commercial
success
of
product
concepts”
(Solomon
et
al.,
2009:
259-­‐61).
• Marketing
strategy,
development
–
“develop
preliminary
plan
for
target
markets,
pricing,
distribution
and
promotion”
(Solomon
et
al.,
2009:
259,
261)
• Business
analysis
–
“estimate
potential
profit.
What
is
the
potential
demand,
what
expenditures
will
be
required,
and
what
is
the
cost
of
marketing
the
product”
(Solomon
et
al.,
2009:
259,
262)?
Page
4

12. • Technical
development
–
“design
the
product
and
the
manufacturing-­‐
and-­‐production
process”
(Solomon
et
al.,
2009:
259,
262-­‐3).
• Test
marketing
–
“develop
evidence
of
potential
success
in
the
real
market”
(Solomon
et
al.,
2009:
259,
263-­‐4).
• Commercialisation
–
“implement
full-­‐scale
marketing
plan”
(Solomon
et
al.,
2009:
259,
264-­‐5).
The
best
brands
build
an
emotional
connection
with
their
consumer,
ultimately
forming
a
brand
loyal
relationship
between
the
brand
and
the
consumer.
(Solomon
et
al,
2009:
301)
When
building
a
brand,
it
is
important
to
note
the
equity
of
the
brand,
which
helps
the
consumer
to
identify
the
traits
of
the
brand.
Essentially,
brand
equity
is
the
value
the
brand
adds
to
the
business
against
the
standard,
generic
product
(Solomon
et
al,
2009:
301).
Brand
identity
can
be
classified
as
being
the
“visual
and
verbal
articulation
of
a
brand,
including
all
pertinent
design
applications,
such
as
logo,
business
card,
letterhead,
or
packaging”
(Landa,
2006:
5).
The
paper
will
discuss
both
aspects
within
branding
and
how
they
reach
their
target
consumers.
Within
brand
identity,
each
product
line
or
range
of
products
must
have
their
own,
uniquely
developed
brand
concept,
even
in
the
case
of
competing
brands
that
are
owned
by
the
same
parent
company—as
is
common
during
a
merger
between
companies
or
an
acquisition
of
another.
(De
Pelsmacker
et
al.,
2007:
13-­‐14)
Strong
brands
are
well-­‐known
brands
and
“well-­‐known
brands
are
also
capable
of
developing
favourable
attitudes
and
perceptions
more
easily
…
leading
to
more
sales.”
(De
Pelsmacker
et
al.,
2007:
15)
Kevin
Lane
Keller
has
visualised
this
concept
by
introducing
the
Customer-­‐Based
Brand
Equity
model,
which
accounts
for
several
aspects
of
the
brand
equity
components—brand
salience,
brand
performance,
brand
imagery,
consumer
judgments,
consumer
feelings,
and
consumer
brand
resonance
(Figure
1).
Page
5

13.
Figure
1:
Customer-­‐Based
Brand
Equity
Model
CUSTOMER
BRAND
RESONANCE
CONSUMER
CONSUMER
JUDGMENTS
FEELINGS
BRAND
BRAND
PERFORMANCE
IMAGERY
BRAND
SALIENCE
Source:
Solomon
et
al.,
2009:
302
Keller’s
pyramid
poses
the
following
questions,
from
top
down
(Solomon
et
al.,
2009:
302):
• Relationships:
What
about
you
and
me?
–
Intense,
active
relationships
• Responses:
What
about
you?
–
Positive,
accessible
responses
• Meaning:
What
are
you?
–
Strong,
favourable,
and
unique
brand
associations
• Identity:
Who
are
you?
–
Deep,
broad
brand
awareness
The
report
has
broken
these
attributes
down
even
further
for
relevancy
with
De
Pelsmacker’s
model
into
four
distinct,
yet
overlapping,
categories—brand
awareness,
perceived
quality,
strong
brand
association
and
high
brand
loyalty
(De
Pelsmacker
et
al.,
2007:
59).
Brand
awareness
should
always
be
considered
throughout
the
branding
Page
6

14. process—from
conception
to
implementation—as
there
are
many
benefits
presented
from
having
a
strong
brand
presence.
“A
brand
name
serves
as
a
shorthand
signal
for
favourable
brand
associations”
and
“gives
the
company
and
the
brand
a
sense
of
trustworthiness
and
the
image
of
commitment.”
(De
Pelsmacker
et
al.,
2007:
58)
Essentially,
the
more
times
someone
hears
of
or
sees
the
brand,
this
often
adds
to
a
better
recall
of
that
brand,
whether
the
consumer
uses
or
purchases
that
brand
or
not.
In
the
United
States,
there
are
often
television
advertisements
about
certain
stores
in
a
region
that
may
not
currently
be
open;
however,
when
that
store
opens,
the
region
is
already
familiar
with
that
store
because
of
having
previously
heard
or
seen
their
advertisements,
which
has
the
potential
to
influence
the
consumer
to
stop
by
the
store
to
check
it
out
in
person.
With
strong,
recognisable
brands,
there
is
often
an
understood
and
perceived
sense
of
quality
for
those
products.
Perceived
quality
is
another
aspect
of
brand
identity
that
should
always
be
in
the
forefront
of
the
branding
process.
If
the
public
perceives
one
product
to
be
better
over
another,
they
are
much
more
likely
to
purchase
that
product;
the
same
idea
works
with
brands.
“Higher
perceived
quality
as
well
as
a
positive
brand
personality
and
higher
customer
loyalty
give
the
company
the
opportunity
of
charging
a
premium
price”,
which
could
also
lead
to
higher
sales
in
certain
cases.
(De
Pelsmacker
et
al.,
2007:
58)
Tesco
has
recently
developed
their
“Tesco
Finest
‘premium
quality’
own-­‐label
brand”
(Solomon
et
al.,
2009:
305).
Customers
have
automatically
perceived
this
brand
to
be
of
better
standards
than
the
generic
branded
products.
Because
of
this
perceived
added
value,
consumers
are
willing
to
spend
more
on
these
products.
Tesco
is
then
able
to
discount
the
generic,
national
brands
to
market
value
but
still
earn
profits
on
their
own-­‐label
products.
(Solomon
et.
al,
2009:
305)
With
this,
a
perceived
sense
of
quality
relates
a
strong
brand
association
and
creates
potential
for
developing
a
brand
loyal
relationship
between
the
consumer
and
the
brand.
Page
7

15. Strong
brand
association
gives
leeway
for
a
brand
to
potentially
delve
into
other
product
lines
or
brand
extensions
using
the
same
brand
name.
“The
image
and
personality
of
the
brand
is
easily
carried
over
to
the
new
product,
giving
it
a
head
start”
above
the
competition.
(De
Pelsmacker
et
al.,
2007:
58-­‐9)
Although,
it
is
necessary
to
ensure
that
there
is
a
logical
and
strategic
planning
behind
this
sort
of
initiative
(Lindstrom,
2010:
112).
Coca-­‐Cola
has
been
able
to
extend
their
product
offerings
to
an
enterprise
of
over
400
brands
globally
(The
Coca-­‐Cola
Company,
1886).
While
Coca-­‐Cola
enthusiasts
have
lauded
this
effort,
certain
brand
extensions
may
not
always
be
the
best
move
for
the
company
(Haig,
2003:
63).
When
a
customer
has
developed
a
strong
relationship
with
a
certain
brand,
they
are
then
more
likely
to
purchase
their
brand
extension
products
as
well.
The
merge
over
to
additional
product
purchasing
is
due
to
brand
loyalty.
(De
Pelsmacker
et
al.,
2007:
59)
High
brand
loyalty
is
a
major
advantage
to
the
manufacturer
and
retailer,
as
it
is
“cheaper
to
retain
an
existing
loyal
customer
than
to
win
over
a
new
one.”
High
brand
loyalty
also
allows
for
the
company
to
count
on
their
products
selling
from
store
shelves.
Of
the
brand
equity
components,
this
is
arguably
the
most
important
to
a
business
as
it
focuses
predominantly
on
costs
and
sales
retention.
(De
Pelsmacker
et
al.,
2007:
59)
As
an
example,
Burberry
has
a
variety
of
product
offerings
between
their
colognes
and
perfumes
to
their
famous
patterned
scarves,
handbags,
and
wallets.
Because
of
their
distinct
patterns
and
fragrances,
it
is
possible
that
Burberry
has
been
able
to
maintain
a
loyal
following
of
consumers.
If
this
is
the
case,
each
time
they
launch
a
new
product,
they
do
not
have
to
‘sell’
those
items
to
their
current
consumers,
but
rather
‘inform’
them
of
their
availability.
Because
of
the
relationship
and
trust
that
has
developed
between
the
company
and
consumer,
there
is
an
automatic
assumption
on
the
behalf
of
the
consumer
that
the
new
product
will
maintain
the
same
quality
and
standards
of
the
products
they
may
have
previously
purchased.
Page
8

16. Table
1:
Brand
Equity
Components
and
Branding
Benefits
Brand
Equity
Components
Benefits
Brand
Awareness
• Brand
in
evoked
set
• Influence
on
attitude
and
perceptions
• Anchor
of
associations
• Signal
of
substance/commitment
Perceived
Quality
• Price
premium
• Differentiation
/
positioning
• Reason
to
buy
• Channel
member
interest
• Brand
extension
potential
Strong
Brand
Associations
• Differentiation
/
positioning
• High
price
premium
• Memory
retrieval
potential
• Reason
to
buy
• Brand
extension
potential
High
Brand
Loyalty
• Reduced
marketing
costs
• Trade
leverage
• Attracting
new
customers
• Time
to
respond
to
competitive
threats
Source:
De
Pelsmacker
et
al.,
2007:
59
As
shown
in
Table
1,
there
are
several
overlapping
benefits
within
each
brand
equity
component.
This
overlap
demonstrates
just
how
intertwined
and
necessary
each
component
is
to
the
branding
process.
(De
Pelsmacker
et
al.,
2007:
59)
II. Revitalisation
of
Brands
There
are
many
successful
brands
that
have
developed
over
the
years,
none
more
successful
and
recognisable
than
Apple,
Coca-­‐Cola,
and
Dove;
however,
these
brands
were
not
always
at
the
top
of
their
market
(Funding
Universe,
2004abc).
It
seems
as
though
every
brand—at
one
point
or
another—must
Page
9

17. reinvent
itself
to
stay
competitive
within
their
industry
or
market.
These
particular
brands
went
through
a
period
of
failure
before
their
revitalisation.
i. Apple,
Inc.
Apple
Computer,
Inc.,
headquartered
in
Thousand
Oaks,
California,
USA
and
now
aptly
called
Apple,
Inc.
(Oppenheimer
and
Rosenberg,
2007:
2)
was
founded
in
1976
by
two
computer
gurus
and
became
some
of
the
first
innovators
in
the
creation,
selling,
and
distribution
of
the
personal
computer
in
the
1980s
(FundingUniverse,
2004:
Apple;
The
Apple
Museum,
1998).
Today,
“Apple
committed
to
bringing
the
best
personal
computing
experience
to
students,
educators,
creative
professionals
and
consumers
around
the
world
through
its
innovative
hardware,
software
and
Internet
offerings.”
With
the
beginning
of
their
personal
computer
in
1984,
Apple
paved
the
way
for
industrial
design
techniques
that
are
still
being
used
in
practise
today.
(FundingUniverse,
2004a)
In
the
present
day,
Apple
has
a
wide
range
of
technological
product
offerings
including:
personal
computers,
cellular
phones,
software,
mp3
players,
and
more
(Apple,
Inc.,
1976).
Apple
has
not
always
been
one
of
the
leading
forefronts
for
personal
computers;
in
fact,
it
has
arguably
only
been
in
the
last
10-­‐15
years
that
they
have
been
able
to
re-­‐establish
themselves
as
a
leading
brand.
The
year
1996
was
a
deciding
year
for
Apple,
Inc.
It
was
within
that
year
Apple
decided
they
needed
a
new
direction
and
to
regain
leadership
from
Apple
founder,
Steve
Jobs
(who
rejoined
in
1997).
The
product
offerings
from
Apple
had
faded
from
the
market
and
were
no
longer
deemed
to
be
the
‘latest
and
greatest’
of
their
kind.
Microsoft
Windows
was
releasing
new
products
and
ranges
in
a
consistent
stride,
whereas
Apple
had
fallen
short
to
consumer
demand.
Most
home
purchases
at
that
time
were
going
to
Microsoft
products.
(Anon,
1996)
To
regain
entry
into
the
market,
Jobs
hired
their
original
advertising
agency
that
then
launched
an
extremely
successful
campaign
with
the
product
release
of
the
improved
iMac
computer
system.
Page
10

18. The
campaign
“featured
black
and
white
portraits
of
famous
people
…
[and]
included:
Albert
Einstein,
Richard
Branson,
Muhammad
Ali,
Mahatma
Ghandi,
Amelia
Earhart
and
Pablo
Picasso”
(Hitchens
and
Hitchens,
2010:
42).
Instead
of
‘standard’
campaign
advertisements,
Apple
placed
their
ads
within
the
mainstream
media,
such
as
newspapers
(which
appealled
to
the
‘average
Joe’
consumer).
This
campaign
was
a
stem-­‐off
from
their
original
1984
campaign
of
‘Think
Differently’,
and
is
responsible
for
regaining
interest
with
their
current
and
potentially
new
consumers.
With
this
campaign,
innovative
techniques
were
introduced
to
add
to
their
computer
systems.
(Hitchens
and
Hitchens,
2010:
42;
The
Apple
Museum,
1998;
Anon,
1996)
Apple
aroused
the
curiosity
of
consumers
through
the
expression
of
their
brand
identity.
(Kapferer,
2001:
29)
Apple
maintained
their
presence
of
being
able
to
differentiate
their
product
from
the
rest
of
the
market
and
in
doing
so,
they
“gave
the
brand
the
ability
to
communicate
its
distinctiveness
on
a
level
which
transcended
physical
and
material
considerations
and
the
basic
advantages
of
the
actual
product.”
(Kapferer,
2001:
212)
The
primary
contributing
factor
to
Apple’s
brand
success
lies
within
its
ability
to
look
and
feel.
This
sensory
concept
relates
back
to
the
founding
principles
of
brand
design,
as
it
goes
“back
to
design
basics,
to
how
design
elements
communicate
visually”.
Apple
is
sleek
in
their
product
and
package
designing,
as
well
as
for
any
Apple
compatible
components.
The
Apple
brand
itself
is
a
symbolic
name
that
compliments
their
product
offerings.
Like
their
products,
the
Apple
brand
name
is
an
allegorical
(symbolic)
name
“that
expresses
their
nature
through
an
illusion
to
an
allegory
or
a
symbol”.
The
Apple
brand
alludes
to
the
tangible
fruit
object
of
an
apple;
however,
is
a
metaphoric
reference
to
being
in
the
core
of
it
all.
All
of
Apple’s
brand
extensions
are
representative
of
the
same
metaphorical
movement
by
using
the
“i”
notion,
which
is
representative
of
being
interactive,
differentiating
Apple
from
other
product
brands.
(Landa,
2006:
112,
126)
ii. The
Coca-­‐Cola
Company
Page
11

19. The
Coca-­‐Cola
Company
was
founded
in
1886
in
Atlanta,
Georgia,
USA,
where
it
is
still
headquartered
today,
and
is
the
leading
beverage
provider
throughout
the
world
(The
Coca-­‐Cola
Company,
1886).
Their
number
one
market
is
in
soft
drinks,
in
which
they
are
selling
an
average
of
1.3
million
bottles
every
day
around
the
world.
Coca-­‐Cola
is
truly
a
global
brand
with
70%
of
sales
generating
outside
of
North
America
and
offering
nearly
400
brands
in
over
200
countries.
(FundingUniverse,
2004b;
The
Coca-­‐Cola
Company,
1886)
The
Coca-­‐Cola
Company
has
developed
itself
“into
one
of
the
most
powerful
and
admired
firms
in
the
world”
through
expertise
in
the
following
areas:
consumer
marketing,
infrastructure,
product
packaging,
and
customer
marketing
(FundingUniverse,
2004b).
Through
their
success,
Coca-­‐Cola
decided
to
try
a
new
brand
extension
into
an
entirely
new
market,
away
from
soft
drinks.
Brand
extension
is
often
thought
to
be
necessary
and
profitable
when
they
have
dominated
and
saturated
their
current
markets.
Unfortunately
for
Coca-­‐Cola,
they
reached
a
period
of
brand
failure
trying
to
launch
their
own
range
of
clothing.
This
proved
to
be
a
complete
flop
and
was
quickly
withdrawn
from
their
main
selling
items,
with
the
exception
of
selling
these
goods
in
their
own
Coca-­‐
Cola
stores.
Aside
from
this
range
of
product
failures,
they
have
been
successful
on
a
global
scale
with
their
brand
extensions
into
diet
and
flavoured
cola
drinks.
In
fact,
Coca-­‐Cola
has
been
so
successful
in
these
markets
that
they
were
able
to
force
the
Virgin
Cola
brand
off
store
shelves
through
dominating
the
market
by
such
a
majority.
(Haig,
2003:
63-­‐5,
84)
One
of
the
ways
Coca-­‐Cola
has
been
able
to
dominate
the
cola
market
for
so
long
is
due
to
maintaining
a
solid
brand
identity.
Coca-­‐Cola
has
always
implemented
a
“carefully
planned
strategic
brand
identity
that
is
memorable,
consistent,
and
distinctive”
(Landa,
2006:
5).
Coca-­‐Cola
has
been
able
to
develop
their
identity
through
practising
the
following
principles:
• Using
an
explanatory
brand
name,
that
is
a
name
to
best
explain
or
describe
the
product
or
service
(Landa,
2006:
126).
Page
12

20. • Employing
a
well
known
and
recognisable
tagline
(slogan),
such
as
“Drink
Coca-­‐Cola”
or
“Always
Coca-­‐Cola”
and
most
recently
“The
Coke
Side
of
Life”
(Landa,
2006:
145;
Coke
Lore,
2010)
• Utilising
product
placements
within
TV
and
film
(Landa,
2006:
187).
All
in
all,
Coca-­‐Cola
demonstrates
a
strong
brand
with
proven
success;
however,
it
is
important
to
look
through
the
brand’s
complete
history
to
see
the
future
of
the
brand
and
not
to
repeat
the
same
mistakes.
(Haig,
2003:
65)
iii. Unilever,
Dove
brand
Unilever
is
divided
into
two
companies
coinciding
in
business
strategies:
Unilever
PLC
(based
in
the
United
Kingdom)
and
Unilever
N.V.
(based
in
The
Netherlands).
Nearly
52%
of
Unilever’s
revenues
are
spread
throughout
a
variety
of
sectors
and
maintain
production
facilities
in
88
countries
while
selling
in
an
additional
70
countries,
making
Unilever
a
global
parent
brand.
Accounting
for
the
top
two
revenue
sources
include
Europe
at
47%
and
North
America
at
21%.
(FundingUniverse,
2004c)
Originally
a
US-­‐only
product,
the
Dove
brand
has
developed
into
the
third-­‐most
widely
distributed
and
used
product
within
Unilever.
Beginning
as
a
soap
bar,
Dove
now
competes
in
the
body
wash,
shampoo,
and
conditioner
product
sectors.
In
2004,
the
Dove
brand
created
one
of
the
most
widespread,
viral
marketing
campaigns
of
the
decade
by
portraying
‘real
beauty’
of
ordinary
women.
(AdBrands,
1998;
Dove,
1998)
Unfortunately,
Dove
also
had
their
share
of
hard
times
with
the
consumers,
in
particular
within
the
Asian
markets.
Dove
has
implemented
their
‘Campaign
for
Real
Beauty’
all
over
the
world
with
much
success;
however,
the
consumers
aggressively
dismissed
their
entry
into
the
Chinese
market
and
other
“countries
where
the
concept
of
idealized
beauty
still
held
sway”
(Hollis,
2009).
This
failure
was
due
to
the
fact
that
“a
model
on
billboards
is
something
that
women
do
aspire
to,
and
feel
is
attainable”
whereas
in
the
Western
cultures,
these
Page
13

21. advertisements
were
much
more
effective
and
were
more
familiar.
(Hollis,
2009)
To
overcome
this
obstacle,
Dove
has
localised
their
brand
for
these
specific
areas
by
introducing
a
new
‘Ugly
Duckling’
campaign.
The
difference
between
the
two
campaigns
lies
in
the
subject
matter.
The
‘Real
Beauty’
campaign
puts
focus
on
saying
that
not
everyone
is
perfect
and
decided
to
use
real
women
as
models
in
their
advertisements,
where
as
the
‘Ugly
Duckling’
campaign
is
built
around
the
Dove
brand
itself—unveiling
one’s
own
inner
beauty
by
using
the
Dove
products.
This
transition
of
advertising
has
proved
successful
for
Dove
in
the
Chinese,
and
other
similar,
markets.
(Hollis,
2009)
Through
localising
their
brand,
Dove
has
been
able
to
maintain
their
overall
brand
identity
by
successfully
managing
to
“consistently
introduce
innovative
ingredients
and
consumer
benefits”
(De
Mooij,
2005:
30)
into
their
core
message.
Like
the
case
of
the
Chinese
market,
Dove
has
been
able
to
preserve
its
holdings
in
the
Indian
market
by
using
local
traditions
and
practises
in
the
formulation
of
their
brand
identity
(Haig,
2003:
135).
Because
of
their
willingness
to
globally
localise
their
brands,
Dove
still
remains
successful
in
its
global
competitive
market.
(Haig,
2003:
221)
As
previously
mentioned,
the
main
component
the
Dove
brand
highlights
is
on
the
localisation
of
their
products;
however,
it
must
also
be
noted
that
this
is
just
one
facet
of
many
that
Dove
implements
to
ensure
that
their
brand
is
successful.
For
instance,
the
Dove
brand
identity
is
strategically
managed
to
execute
product
differentiation,
as
well
as
a
keen
effort
and
focus
on
their
sensory
values.
This
type
of
brand
identity
reassures
the
consumer
on
the
quality
of
their
product
by
having
them
as
distinctive,
relevant,
and
aspirational
as
possible.
(Lindstrom,
2010:
162)
Page
14

22. iv. Comparisons
of
Cases
It
has
been
noted
in
each
case
that
the
major
themes
of
successful
reinvention
was
through
restructuring
their
brand
identity.
The
following
table
shows
a
balance
of
the
similarities
and
differences
within
each
case:
Table
2:
Case
Comparison
Study
Apple
Coca-­‐Cola
Dove
Strategic
Brand
Yes
Yes
Yes
Identity
Differentiation
Yes
Yes
i-­‐Pod
Body
Wash
Brand
Extensions
Diet
Cola
i-­‐Pad
Shampoos
(Successes)
Flavoured
Cola
i-­‐Tunes
Conditioners
Brand
Extensions
Coca-­‐Cola
(Failures)
Clothing
Localisation
Efforts
Yes
Yes
Sensory
Values
Yes
Yes
Yes
As
demonstrated
in
Table
2,
each
brand
has
had
their
own
way
of
reinventing
themselves
as
a
market
leader;
however,
the
dominating
themes
amongst
them
all
include
a
strategic
brand
identity,
successful
lines
of
brand
extensions,
and
a
focus
on
sensory
values.
These
are
arguably
the
three
most
important
aspects
in
branding.
The
idea
of
creating
a
strong
brand
identity
has
been
deeply
discussed
already;
for
the
purpose
of
the
report,
brand
extensions
will
not
be
heavily
discussed;
and
the
idea
of
sensory
values
will
be
mentioned
later
within
this
document.
Page
15

23. Literature
Review
II
–
Marketing
Theory
I. Purchasing
Habits
in
the
UK
and
US
There
are
many
emerging
trends
over
recent
years
in
response
to
national
crises
(9/11
in
the
US;
financial
crises
in
the
UK
and
US),
the
global
‘green’
movement,
as
well
as
the
Internet
boom.
When
the
9/11
terrorist
attacks
happened
in
the
United
States,
there
was
a
resurgence
of
American-­‐made
products
being
purchased
throughout
the
nation
(Maja,
2002).
Responding
to
this
crisis,
Americans’
“feelings
of
patriotism
and
love
of
country”
became
forefront
in
their
purchasing
habits
(Maja,
2002)
through
buying
American
flags,
car
decals,
and
other
forms
of
seemingly
frivolous
merchandise.
A
mere
seven
years
after
the
United
States
was
struck
with
this
horror,
a
financial
crisis
developed
across
the
United
States
and
United
Kingdom,
as
well
as
many
other
countries
all
over
the
world
(CashMoneyLife,
2008).
Consumers
became
fearful
of
their
once
secure
investments
and
panicked
on
what
to
do
with
their
savings
and
pension
plans,
if
they
still
had
any
left
(Osborne,
2008).
Contrary
to
what
most
people
would
believe,
“consumers
are
becoming
wealthier,
but
the
global
economic
crisis
has
prompted
consumers
to
scrupulously
re-­‐evaluate
their
spending
habits”
(Anon.,
2009c).
Another
recent
trend
in
consumer
purchasing
is
the
‘go
green’
philosophy,
which
companies
all
over
the
world
are
trying
to
implement
(Revnew,
2009).
The
‘go
green’
movement
has
taken
off
and
now
“people,
companies,
cities,
and
even
countries”
(Hofheimer,
2008)
are
beginning
to
implement
these
strategies.
Many
consumers
are
doing
their
research
and
“want
to
know
that
the
manufacturer
we
purchase
from
has
taken
steps
to
reduce
its
environmental
footprint”
(Revnew,
2009).
This
idea
of
‘going
green’
is
only
a
recent
development
within
the
last
ten
years.
Previously,
it
was
thought
of
simply
as
“stay
in
bed
an
extra
hour”,
but
today
is
means
“turning
off
the
lights,
recycling
waste,
installing
waterless
urinals
...
and
investigating
in
green
technology.”
(Lim
Lay
Ying,
2007)
Page
16

24. As
Hofheimer
states,
the
“greening
trend
is
large,
important,
and
emerging
as
a
significant
shift
in
thinking
about
our
business,
civic,
and
personal
lives”
(Hofheimer,
2008);
however,
only
a
small
percentage
(roughly
4%)
of
people
are
“driving
consumer
awareness
on
green
trends
and
the
efficacy
of
companies’
environmental
claims”
(Anon.,
2008a).
These
‘greenfluencers’
are
typically
more
educated,
earning
higher
salaries,
and
are
under
35
years
of
age
(Anon.,
2008a).
In
a
survey
conducted
by
RSR
Research,
“better-­‐performing
retailers
...
are
‘greening’
their
brands
now
in
anticipation
of
future
consumer
demand”;
however,
around
50%
of
those
surveyed
are
concerned
with
how
great
the
return
on
investment
will
be
in
the
long-­‐term.
(Canning,
2008)
A
third
focal
point
on
consumer
purchasing
habits
should
be
within
the
use
of
the
Internet,
as
consumers
are
utilizing
this
tool
to
its
fullest
advantage.
“Spending
online
has
never
been
so
rewarding”
and
“the
online
retail
market
is
growing
rapidly”
(Anon.,
2006).
For
customers
to
remain
loyal,
especially
in
an
online
environment,
it
is
necessary
for
a
company
to
offer
various
rewards
or
incentives
to
increase
the
likelihood
for
repeat
purchases.
“Customers
like
added
value
...
[and]
a
new
breed
of
online
loyalty
and
reward
programmes
has
emerged”
(Anon.,
2006).
However,
with
these
reward
and
loyalty
programmes
comes
a
potential
loss
of
privacy,
as
“data
on
the
purchasing
habits
of
tens
of
millions
of
customers
are
recorded
every
time
they
use
a
store
loyalty
card
and
tens
of
millions
more
credit
and
debit
card
purchases
are
equally
monitored,
stored
and
ultimately
put
to
use
for
other
people's
financial
gain”
(Watson,
2008).
Even
without
registering
with
a
particular
programme,
every
time
someone
uses
their
Internet
browser,
the
data
collection
process
begins
(Watson,
2008).
When
comparing
the
UK
and
US
consumer,
“the
average
UK
consumer
will
spend
40
percent
more
online
than
the
average
US
consumer
and
make
24
percent
more
purchases
online”
(Anon.,
2008b).
In
fact,
UK
consumers
are
much
more
likely
to
have
an
aggressive
research
approach
before
making
a
purchase
and
13%
more
likely
to
be
a
frequent
online
shopper.
Page
17

25. One
ever-­‐present
theme
running
between
the
two
subjects
(United
Kingdom
and
United
States)
is
that
they
are
both
masculine-­‐based
and
individualistic
cultures.
Both
the
UK
and
US
are
more
influenced
by
advertisements
relating
to
an
individual
than
a
group
association,
which
must
be
taken
into
account
by
the
company
for
when
these
consumers
go
shopping.
Additionally,
these
consumers
enjoy
hearing
or
reading
testimonials
about
how
products
helped
others.
If
the
company
does
not
know
their
target
audience,
then
they
will
not
effectively
reach
the
potential
masses
that
they
should
be
targeting.
(De
Mooij,
2005:
70-­‐1,
111,
142)
When
advertising
to
consumers,
companies
may
choose
to
implement
a
push
or
pull
strategy
(Solomon
et
al.,
2009:
415):
• Push
Strategy
–
“the
company
wants
to
move
its
products
by
convincing
members
of
the
distribution
channel
such
as
wholesalers,
agents,
or
retailers
to
offer
them
and
entire
their
customers
to
select
these
items.”
• Pull
Strategy
–
the
company
“counts
on
consumers
wanting
its
products
and
so
convincing
retailers
to
respond
to
this
demand
by
stocking
them.”
Both
are
important
and
effective
strategies
when
used
properly.
Because
the
UK
and
US
are
more
individualistic
in
nature,
a
pull
strategy
may
be
more
effective
on
these
customers
as
efforts
are
focused
on
attracting
the
individual
consumer.
Additionally,
this
type
of
strategy
has
proven
successful
through
the
case
study
of
Proctor
&
Gamble
dropping
their
consumer
sales
budget
nearly
in
half
and
implementing
a
‘value
pricing’
strategy.
(Solomon
et
al.,
2009:
415-­‐6)
II. Consumer
Behaviour,
Patterns,
and
Trends
Consumer
behaviour
is
an
integral
part
of
any
marketing-­‐related
element,
as
it
is
imperative
that
businesses
are
able
to
understand
the
needs
and
desires
of
their
customers.
By
definition,
consumer
behaviour
is
“the
study
of
how,
where,
when
and
why
we
conduct
the
exchange
elements
of
our
lives
to
satisfy
our
needs
and
desires.”
(Anon.,
2009a;
Solomon
et
al.,
2009:
148)
When
a
consumer
often
Page
18

26. needs
to
choose
between
products,
and
they
are
not
loyal
to
a
specific
brand,
they
rely
on
their
intuition
to
make
the
best
decision.
Unfortunately,
there
is
no
possible
way
to
know
exactly
how
consumers
will
respond
to
anything—advertisements,
products,
brands,
etc.;
however,
there
is
a
commonly
accepted
way
of
determining
the
decision-­‐making
process,
which
is
outlined
in
Figure
2.
Figure
2:
Consumer
Decision-­‐Making
Process
STEP
1:
STEP
2:
STEP
3:
STEP
4:
STEP
5:
PROBLEM
INFORMATION
EVALUATION
PRODUCT
POST-­‐
RECOGNITION
RESEARCH
OF
OPTIONS
CHOICE
PURCHASE
EVALUATION
Source:
Solomon
et
al.,
2009:
150
It
is
highly
imperative
that
this
entire
process
is
considered
when
developing
a
brand.
This
process
is
outlined
in
following
scenario
of
purchasing
a
new
laptop
computer:
• Step
1:
Problem
Recognition
–
“occurs
whenever
a
consumer
sees
a
significant
difference
between
their
current
state
of
affairs
and
some
desired
or
ideal
state”
(Solomon
et
al.,
2009:
151).
Example:
A
consumer
is
looking
to
purchase
a
new
laptop
computer.
• Step
2:
Information
Research
–
“the
consumer
checks
his
memory
and
surveys
the
environment
to
identify
what
options
are
out
there
that
might
solve
his
problem”
(Solomon
et
al.,
2009:
152-­‐3).
Example:
The
consumer
recalls
all
of
the
brand
names
with
which
they
are
Page
19

27. familiar,
as
well
as
a
list
of
product
attributes
they
would
like
to
have
on
their
new
purchase.
If
this
information
is
not
to
their
satisfaction,
or
they
know
very
little
about
the
product
industry/sector,
they
may
try
additional
sources
for
information—friends,
advertisements,
reviews,
Internet
searching.
• Step
3:
Evaluation
of
Options
–
identifying
and
weighing
all
influential
factors
for
making
a
purchasing
decision
through
a
comparison
of
positive
and
negative
views.
(Solomon
et
al.,
2009:
153-­‐4)
Example:
The
consumer
narrows
their
product
choices
down
to
two
brands
of
computers.
One
brand
is
of
better
quality
for
sounds
and
graphics,
whereas
the
other
brand
is
better
for
report
and
essay-­‐style
content.
• Step
4:
Product
Choice
–
purchasing
one
of
the
debated
products.
(Solomon
et
al.,
2009:
154-­‐5)
Example:
The
consumer
decides
to
choose
the
computer
that
offers
them
better
sounds
and
graphics,
as
that
particular
consumer
is
a
filmmaker.
• Step
5:
Post-­‐Purchase
Evaluation
–
decision
on
value
is
made
if
the
product
is
at
least
to
their
satisfaction
and
there
is
a
weighing
of
options
to
see
if
the
product
is
sufficient
for
the
reason
purchased.
(Solomon
et
al.,
2009:
155-­‐6)
Example:
The
consumer
tests
the
computer
with
their
software
programs.
It
is
at
this
point
whether
or
not
the
customer
will
decide
if
they
are
ultimately
satisfied
in
their
purchase
decision.
The
example
given
is
based
on
a
purchase
that
is
not
made
very
often
(for
the
average
consumer);
however,
the
decision-­‐making
process
may
be
easily
changed
due
to
the
impulsive
of
certain
purchases.
“There
are
few
marketers
or
researchers
who
have
not
experienced
the
situation
where
a
market
or
a
brand
Page
20

28. behaves
in
a
manner
we
cannot
decipher”.
(Anon.,
2007a)
As
mentioned
before,
all
of
the
steps
in
this
process
must
be
considered
throughout
the
entire
development
of
a
brand.
Marketers
are
able
to
respond
to
this
process
with
strategic
thinking.
Figure
3
demonstrates
the
response
a
marketer
has
to
each
of
the
5-­‐steps
in
the
consumer
decision-­‐making
process:
Figure
3:
Marketer’s
Responses
to
Decision-­‐Making
Stages
STEP
1:
MARKETER'S
RESPONSE:
Encourage
consumers
to
see
that
PROBLEM
existing
state
does
not
equal
RECOGNITION
desired
state.
STEP
2:
MARKETER'S
RESPONSE:
Provide
information
when
and
INFORMATION
where
consumers
are
likely
to
SEARCH
search.
STEP
3:
MARKETER'S
RESPONSE:
Understand
the
criteria
EVALUATION
OF
consumers
use
in
comparing
brands
and
communicate
own
ALTERNATIVES
brand
superiority.
MARKETER'S
RESPONSE:
STEP
4:
Understand
choice
heuristics
used
by
consumers
and
provide
PRODUCT
CHOICE
communication
that
encourages
brand
decision.
STEP
5:
MARKETER'S
RESPONSE:
POST-­‐PURCHASE
Encourage
accurate
consumer
expectations.
EVALUATION
Source:
Solomon
et
al.,
2009:
152
Page
21