Project 2 conducting a brand audit start hereyou have a total

Project 2: Conducting a Brand Audit
Start Here
You have a total of two weeks to finish your brand analysis
report and should complete the seven steps of this project by the
end of Week 4:
· Step 1: Review Slate Case File
· Step 2: Review the Branding Elements
· Step 3: Research Slate’s Competitors
· Step 4: Discuss Competitors’ Branding Strategies
· Step 5: Present Your Research Results
· Step 6: Submit your brand analysis report
· Step 7: Submit Your Work
· Step 8: Complete your brand analysis report
Competencies
Your work will be evaluated using the competencies listed
below.
· 1.1: Organize document or presentation clearly in a manner
that promotes understanding and meets the requirements of the
assignment.
· 1.3: Provide sufficient, correctly cited support that
substantiates the writer's ideas.
· 1.6: Follow conventions of Standard Written English.
· 2.5: Develop well-reasoned ideas, conclusions, or decisions,
checking them against relevant criteria and benchmarks.
· 3.1: Identify numerical or mathematical information that is
relevant in a problem or situation.
· 6.1: Identify the general (external) environment in which an
organization operates and discuss the implications for enterprise
success.
· 6.2: Evaluate strategic implications for domestic and
international markets of an organization's industry.
· 6.4: Develop and recommend strategies for an organization's
sustainable competitive advantage.
· 12.2: Analyze marketing information.

Step 1: Review Slate Case File
INBOX: 1 New Message
Subject: Thinking about the consumer and branding
From: Jillian Best, CEO, MCS
To: You
Attachments:
Slate Case File
Good Morning,
I have attached the Slate case file to this email. It provides
additional details you will need to inform your work with
Carlos Chance, their head of branding.
Branding is a very important element of marketing. As you
work on this project, it is imperative that you stay focused on
the consumer. Remember that a company’s customers do not
buy features; they buy benefits, both tangible and intangible. It
is also critical to understand customers and how the brand
influences their buying decisions.
Best wishes,
Jillian
After you have reviewed the Slate case file and read about
branding, proceed to Step 2, where you will examine the
elements of branding decisions.
Slate Case File
Client Name: Slate, Inc.
Industry: Gaming
Competitors: 1. Sony PlayStation
2. Microsoft Xbox
Product Lines: Gaming consoles
Slate, Inc. has asked us to provide a brand analysis report on
these two competing brands to inform Slate’s decisions on the
direction of its own branding strategy.
The gaming industry revenues have seen an increase in sales

among consumers staying home due to the COVID-19 pandemic.
Heading into the year-end shopping season, consumers are
trying to balance a weak economy with their higher need to
entertain themselves at home. This has helped drive up Sony’s
shares 46% since its March lows (Reuters, 2020).
Sonyannounced that its next-generation PlayStation 5 console
will launch in November, 2020 and will sell for $499.99, and
$399.99 for the version without a disk drive, as it squares off
against rival Microsoft’s Xbox console (Reuter, 2020)
Microsoft announced that its next-generation Series X Xbox
game console will also launch in November, 2020, and will sell
for $499.99. The new console supports 4K graphics and has a
solid-state drive that allows faster loading times than older
generation consoles. Microsoft also announced a lower-priced
model, the Xbox Series S, an all-digital console that will sell
for $299.99 (Fortune, 2020).
Source
Fortune (2020, September 9). It’s official: The Xbox Series X
will launch in November. https://fortune.com/2020/09/09/x-box-
series-x-november-10-release-date/
Reuters (2020, September 16). Sony PlayStation 5 to launch
November priced $499.99 and $399.99.
https://www.reuters.com/article/us-sony-playstation-5/sony-
playstation-5-to-launch-november-priced-499-99-and-399-99-
idUSKBN2673G6
Step 2: Review the Branding Elements
Through correspondences with Carlos about his expectations for
the brand analysis report, the focus of your analysis starts to
become clear:
Subject: Focus of Brand Analysis
From: Carlos Chance, Head of Branding, Slate, Inc.
To: You
Hello,
Primarily, we want you to examine the branding strategies of
our competitors. This report will function as a brand audit that

allows us to examine our competitors’ strengths, weaknesses,
customer expectations, and our own relative position in the
market.
These details form the basis of the main branding elements. I
met with our CEO, Shanice Watts, and she wanted me to
emphasize the following eight categories we would like you to
analyze in your report about our two biggest competitors:
1. brand personality
2. brand image
3. brand identity
4. brand differentiation
5. brand positioning
6. brand communication
7. brand loyalty
8. brand equity (including financial equity)
Slate’s executive teams are really looking forward to your
report. Thanks for helping us with this.
Best,
Carlos
When you have finished reading about the branding elements,
proceed to the next step, where you will begin your research on
Slate’s competitors.
Step 3: Research Slate’s Competitors
Required Readings
Ferrara, M. H. (2013). Handbook of global marketing. Gale.
1. Building an international brand
2. Managing a brand across multiple markets
3. Global brand success stories
To carry out this assignment, you need to understand Slate’s
competitors’ brand strategies, their consumers, how to acquire
market knowledge through primary and secondary research, and
how to use that knowledge to build and support a brand.
To start your research, visit the websites of Slate’s two biggest
competitors and review both scholarly and reliable nonscholarly
sources to explore their branding decisions. Your research of
the two companies should focus on the branding elements

discussed in the previous step.
Consult a minimum of three scholarly sources and twelve
reliable nonscholarly sources (15 total). Make sure that you use
reliable, nonscholarly sources such
as Reuters, Bloomberg, Yahoo!
Finance, Statista, Barrons.com, Morningstar.com, Money, Forbe
s, Fortune, Financial Times, The Wall Street Journal,
and Harvard Business Review, as well as the UMGC Library
databases such as Hoover’s, IBIS World, and ABI/INFORM.
In addition, explore the following branding websites for
relevant content:
· www.adage.com
· www.adweek.com
· www.brandchannel.com
· www.ama.org
· www.cmo.com
· www.marketingprofs.com
Then proceed to the next step, where you will discuss branding
strategy.
Step 4: Discuss Competitors' Branding Strategies
Importance of Branding
As you are researching Slate’s competitors, Carlos asks you to
participate in a meeting on the importance of branding with his
team.
Review the meeting details, and response to Carlos’s
questions. Support your arguments with at least one source from
the course readings, and three reliable non-scholarly sources
derived from your own research.
In the next step, you will respond to your boss’s request for a
vetted list of references you are using to support your report.
meeting on the importance of branding-Meeting on Social
Media Platforms
Carlos Chance, the head of branding at Slate, Inc. soon hosts a
kickoff web meeting asking for the case team's insights into the
company's logic on brand strategy.
"Social media is considered an important marketing

communication channel, and it's a crucial element of a
company's branding strategy," Carlos stresses. "There has been
shift from text-centric to visually oriented experiences in social
media platforms. The trend toward visual social media," he
continues, "has been mainly driven by the increasing popularity
of smartphones, as well as the enhancements in mobile internet
services" (Li & Xie, 2020).
"I want you to research and discuss the role social media plays
in an organization's branding strategy," Carlos adds. "Business-
to-consumer, or B2C, companies leverage social media
platforms—mostly Facebook, Twitter, Instagram, YouTube, and
Pinterest—to target and engage their customers. I also want you
to recommend two social media platforms, including those
listed here, and discuss how companies can leverage them to
enhance their branding strategy."
References
Li, Y., & Xie, Y. (2020). Is a picture worth a thousand words?
An empirical study of image content and social media
engagement. Journal of Marketing Research, 57(1), 1–19.
https://doi-org.ezproxy.umgc.edu/10.1177/0022243719881113
Step 5: Present Your Research Results
When you are just about finished with your research, MCS
CEO, Jillian Best, decides to check in on your progress. She
emails you requesting that you provide a list of the sources you
are using for analysis:
Subject: Sources for Slate Project
From: Jillian Best, CEO, MCS
To: You
I know that you’re deep into your analysis of the Slate, Inc.
case, but I wanted to preview your work and check in on the
sources of information you are using to develop your report.
Slate has asked to examine the sources of secondary research

that we are using in our report to ensure their quality and
originality. Accordingly, I want you to share the list of
references you have been using to research Slate’s competitors.
Deliverable: Provide a reference list derived from your research
that has a minimum of three scholarly and 12 reliable, non-
scholarly sources (15 in all).
I suggest using reliable non-scholarly sources, such as Reuters,
Bloomberg, Yahoo! Finance, Barrons.com,
Morningstar.com, Money, Forbes, Fortune, Financial
Times, Statista, TheWall Street Journal, and Harvard Business
Review, as well as SCHOOL Library databases, such as
Hoover's, IBIS World, and ABI-Inform.
All sources should be referenced using APA formatting.
Thanks for your hard work,
Jillian
Submit your reference list to the dropbox located in the final
step of this project. Then proceed to the next step, where you
will write your brand analysis report.
Step 6: Submit Your Brand Analysis Report
Required Readings
Chapters 7 and 16
Lancaster, G., & Massingham, L. (2018). Essentials of
marketing management (2nd ed.). Routledge.
Deliverable: Based on your research of the two companies’
brands, write an eight to nine-page report starting with
introduction, (four pages on each company under its own
heading, and each brand element discussed and supported
separately under its own subheading) that addresses the
following branding elements:
1. brand personality
2. brand image
3. brand identity
4. brand differentiation
5. brand positioning
6. brand communication
7. brand loyalty

8. brand equity (including financial equity)
As you examine these branding elements, your report should
also answer the following questions:
1. How strong are the companies’ brands in the market?
2. What are the factors contributing to their strengths and
weaknesses?
3. How are these two brands competing against each other? How
strong is their global performance?
4. How do consumers perceive their brands?
5. Are there any sub-brands? Are there any brand extensions?
Support your work with course readings, scholarly sources, and
reliable nonscholarly sources, such as Reuters, Bloomberg,
Yahoo! Finance, Barrons.com,
Morningstar.com, Money, Forbes, Fortune, the Financial
Times, Statista, the Wall Street Journal, and Harvard Business
Review, as well as UMGC Library databases, such as Hoover's,
IBIS World, and ABI-Inform. All sources have to be cited using
APA formatting, both within the text and in the reference list.
Your report to Carlos should be 11-12 pages, excluding cover
page, the reference list, and appendices. Any graphs, tables, and
figures should be included as appendices. Your report should
have one-inch margins and be double spaced in 12-point Times
New Roman font. The report should be organized using
headings and subheadings to improve its readability.
Step 7: Complete Your Brand Analysis Report
Deliverable: Incorporate any revisions to your final Brand
Analysis report.
Also, include the following:
1. A one-page executive summary that highlights the most
important findings of your analysis.
2. A clear recommendation on Slate’s branding of the new
product that they intend to launch, and include your rationale
(at the end of the paper).
3. A one-page table in an appendix at the end of the paper that
compares the eight brand elements for the two brands.
Your final report to Carlos should be 11-13 pages, excluding

cover page, executive summary, the reference list, and
appendices. Any graphs, tables, and figures should be included
as appendices. Your report should have one-inch margins and be
double spaced in 12-point Times New Roman font. The report
should be organized using headings and subheadings to improve
its readability.
Step 8: Submit Your Work
Take note of the recommended delivery dates and file-naming
protocols in the table below:
Recommended Project Delivery
Step
Submission Week
Deliverable
File-naming protocol/Submission instructions
Step 4
Branding Strategies discussion
lastname_branding_strategies_discussion.date.docx
Step 5
Reference list
lastname_references_date.docx
Step 6
Brand Analysis Report
lastname_brand_analysis_date.docx
Step 7
Final Brand Analysis Report
lastname_final_brand_analysis_date.docx
VIKALPA • VOLUME 41 • ISSUE 2 • APRIL-JUNE 2016
149

Consumer Response
to Brand Placement in
Movies: Investigating
the Brand-Event Fit
Komal Nagar
R E S E A R C H
KEY WORDS
Brand Placement
Brand–Event Fit
Movies
Attitude towards the Brand
includes research articles
that focus on the analysis and
resolution of managerial and
academic issues based on
analytical and empirical or
case research
Movies offer the perfect media site for placement of brands as
part of the emerging
marketing strategy. Although attempts to analyse brand
placements have been made
in the past, the same needs more attention in the Indian context.
Given the exposure of
Indian audiences to both national and international

entertainment industry, it is only
reasonable to expect the entertainment event context to have an
impact on consumers’
evaluation of the brands placed in each context.
The present research attempts to extend the applicability of the
idea of fit, which was
till now largely confined to sponsorship and subjects it to the
exploration of finding a
fit between brands and specific events, in particular, movies.
Because the link between
country of origin of the entertainment event
(national/international) and brand, place-
ment is a relevant area of speculation, the present research aims
to study this relation-
ship within the national/international context. Results of an
experimental study among
120 respondents are as follows:
• Brands placed in a national event will create more
positive brand evaluations in
terms of positive attitude towards the placed brand and intention
to purchase than
brands that are placed in an international event.
• When the presence of a brand is consistent with the
context in which it is placed, it
would evoke more positive attitudes and behaviour than an
incongruent placement.
• Evaluation of results further reveals that although a brand
that fits well with the
context in which it is placed generates a positive evaluation of
the placed brand, the
condition of a brand-event misfit in a Hollywood context will
create more negative

evaluations among the Indian audiences than if such a
disconnect appeared in a
Hindi film. In other words, a brand may have more to lose in
case of a misfit with the
international entertainment event than with a national
entertainment event.
Based on the findings of the present study, it is suggested that
multinational brands
must look at the Indian movies as a suitable medium for
reaching out to the prospective
buyers as Indians have become consumers of global brands and
thus pose to be a huge
market for global brands.
VIKALPA
The Journal for Decision Makers
41(2) 149–167
© 2016 Indian Institute of
Management, Ahmedabad
SAGE Publications
sagepub.in/home.nav
DOI: 10.1177/0256090916642678
http://vik.sagepub.com
Executive
Summary
150 CONSUMER RESPONSE TO BRAND PLACEMENT IN
MOVIES: INVESTIGATING THE BRAND-EVENT FIT

A
s the line between entertainment and marketing
communication gets increasingly blended or
even erased (de Gregorio & Sung, 2010; Eagle,
2007; Steel, 2007; Winkler & Buckner, 2006), the notion
of brand placement in an entertainment context receives
considerable attention from scholars and practitioners
alike. Although there are many definitions of the term,
brand or product placement have often been used inter-
changeably and generally refer to the use of a prod-
uct’s name, packaging, signage, or other trademarks in
media (Steortz, 1987).
Screening thousands of films every year, the film industry
is fast emerging as the medium with the maximum
potential to capture and convert audiences to potential
consumers. Tag Heuer in Don (2006), Coke in Dhoom 2
(2006), Singapore Tourism Board in Krrish (2006), or Pepsi
in Pearl Harbour (2001), product placements have a very
significant role in Indian1 and international2 movies. Such
placements have also started to appear in television series
(Fitzgerald, 2002), live shows (Matthews, 2005), video-
games (Gunn, 2001; Nelson, Keum, & Yaros, 2004), and
even books (Kretchmer, 2004; Moser, Bryant, & Sylvester,
2004; Turner, 2004). The reason behind using product
placement in these media, however, remains the same:
generating additional income for the producer while
creating an opportunity for the advertisers to present
their offering in an entertainment context (Russell &
Belch, 2005). By doing so, not only does the offering reach
a larger audience, but it also gets a much longer life than
a 30-second commercial.
While product placement is riskier than conventional

advertising, it is becoming a common practice to place
products and brands into mainstream media, including
films, which are an extremely popular medium among
advertisers. Also, with the traditional media getting
overcrowded and nearly saturated, the concept of
product placement has become even more popular
as a communication technique, which is now being
used more than ever by advertisers (Karrh, Mckee,
& Pardum, 2003). A lot of research has focused on
product placement in all its forms (Gupta & Gould,
2007; Nelson, 2002), but more specifically on product
placement in movies (Karrh, 1998). Brand placement
in movies seems to be well accepted (O’Reilly, Cripps,
Kazani, Patel, & Zarra, 2005) and is sometimes consid-
ered less expensive and more effective than a 30-second
TV spot (Jaffe, 2005), resulting in a more frequent use of
this communication technique.
However, in the era of expanding global competition,
where companies are trying hard to reach out to their
customers effectively and efficiently to market their
product and services to different national cultures,
an important yet lurking question that remains unan-
swered is: To what extent have marketers been able
to successfully reach their customers? Although
product placement utilizes the global reach of movies,
minimal research has been conducted to study the
effects of product placement across cultures. Therefore,
of particular interest in this study is the influence of
brand placements in an entertainment event, especially
movies that represent two different cultures. How do
viewers perceive brands placed in movies? Do brands
placed in Indian movies have a different impact on
viewers than brands placed in international movies?
Should the advertisers and marketers, therefore, view
the placement of their brands in national and interna-

tional entertainment contexts differently? To answer
these questions, the study focuses on the opinions of
people who are viewers of both Indian and interna-
tional movies.
A review of brand placement studies indicates a major
gap in the literature. Previous studies of brand place-
ment were largely conducted in the US with little focus
on it as a global phenomenon (DeLorme, 1998; Grein
& Grould, 1996) given the fact that many movies play
to and are often produced for multinational audiences,
raising the issue of how consumers in other countries
perceive product placements. Also, while product
placement has been researched extensively (Karrh,
1998; McKechnie & Zhou, 2003; Russell & Belch, 2005)
in studies that have focused on one or more of the
placement’s characteristics, in particular, its prom-
inence (Gupta & Lord, 1998; Russell, 1998, 2002) and
plot connection (d’Astous & Chartier, 2000; Fontaine,
2002; Russell, 2002), it is not clear from the previous
studies if a brand placed in a matching context would
have any effect on consumer’s evaluation behaviour.
And till date no study, either at the national or the inter-
national level, has examined the effects of brand place-
ment’s fit/misfit within movies. Being the first of its
kind, the present study finds its need and relevance by
investigating congruence between entertainment event
and brand.
Furthermore, given the exposure of Indian audiences
to both national and international entertainment
industry, it is only reasonable to expect the country of
origin of the entertainment event to have an impact

151
on consumer ’s evaluation. Because the link between
the country of origin of the entertainment event and
brand placement is a relevant area of speculation,
the present research aims to study this relationship
including national/international context. And even
though measures of product placement evaluation
have been problematic, product placement is a fast
growing multi-billion dollar industry (McDonnell
& Drennan, 2010) making the present study relevant
for both, advertisers and marketers. A great deal of
research has already been devoted to product place-
ment in movies; however, this article strives to present,
for the first time, the effect of fit between brand and the
entertainment event on consumer ’s brand evaluation.
BRAND PLACEMENT IN MOVIES
There are enough reasons that suggest the growth of
product placement. The erosion of traditional media
audience and its fragmentation on the one hand
(Deloitte, 2005) and the use of alternate media such as
the internet, allowing consumers to skip ads (O’Neill &
Barrett, 2004) on the other hand, has forced the adver-
tisers to seek a more reliable media to re-establish the
link between their offering and their consumers. In
such a scenario, product placement has surfaced as
an important tool for the advertisers and marketers,
posing as competition to the traditional commercial
medium of advertising.
In movies, the role of brand placement has increased
in recent times. Initially, brands were typically featured
in movies in three ways: the product itself was shown,

a logo of the brand was displayed, or a brand was
displayed as a background prop (Smith, 1985). The role
has changed ever since, from the brand being a mere
prop in the background to being a central part of the
movie, thereby increasing its prominence. The promi-
nence of brand placement is defined as ‘the capacity of
the brand to attract the spectator’s attention’ (Fontaine,
2001). Among other factors, such as the size and dura-
tion of the brand’s placement on screen (Fontaine,
2002), this capacity can be linked to the brand’s location
in the scene (Gupta & Lord, 1998) and the number of
times the brand appears on the screen (Bressoud, Lehu,
& Russell, 2008).
No matter how the brand is placed in the movie, by
using brand placement, marketers hope to gain an
advantage in comparison with the traditional commer-
cial advertising format. The availability of a captive
audience with greater reach than traditional advertise-
ments and the advantage of showing brands in their
natural environment (Stephan & Coote, 2005) provide
motivation for product placements (Deigh, 1985;
Hulin-Salkin, 1989; Turcotte, 1995). Therefore, brand
placement provides an opportunity where the involved
audience gets exposure to the brands and products
during the natural process of narration of the movie.
The audience can undertake multiple tasks while
watching a television programme in a home setting,
which may affect the level and degree of the attention
span of the audience and hence reduce the overall effec-
tiveness of the medium for enhancing brand memory.
In the case of watching a movie in the theatre, the
audience makes a voluntary choice for viewing (expo-
sure) at a cost (financial, time, and opportunity cost)

for the purpose of entertainment, which makes him
more receptive to the information provided. Further,
the trend of zapping and change in television usage
behaviour due to surfing during commercial breaks has
reduced the effectiveness of television commercials.
And clearly, brand placements in movies also result
in a longer lifespan for the brands than typical adver-
tisements (Brennan, Dubas, & Babin, 1999; d’Astous &
Chartier, 2000).
While brand placement has obvious advantages, it is
not without its disadvantages. Such disadvantages
stem from the marketer’s general lack of control over
the brand placement process. Exposure does not actu-
ally guarantee that the placement will be noticed (Van
der Waldt, 2005). Also, there is little control over how
and when the brand will be shown or whether it will be
shown at all, as the risk of the scene featuring the brand
being edited runs high (Bergman, 1989) and the risk of
a negative portrayal of the brand in the movie setting
(Fleming, 1990). However, despite the pitfalls which
may not allow brand placements to stand as the lone
marketing tool, it is becoming an increasingly impor-
tant part of the integrated marketing strategy.
REVIEW OF LITERATURE AND HYPOTHESES
Over a period of time, researchers have used a number
of terms for the same purpose that somewhat overlap
each other. The term advertainment (Russell, 2007) was
coined to reflect the increasingly intertwined connec-
tions between advertising and entertainment and
refers to the promotional practices that integrate brand
communications within the content of entertainment

products. The increased mingling of advertising with
the entertainment world has generated a slew of newly
coined terms to reflect the trends, such as hybrid adver -
tisement (Balasubramanian, 1994), branded entertain-
ment (Hudson & Hudson, 2006), and brand placement
and product placement. In one of the first reviews of
brand placement, Karrh (1998) argues that although
product placement is the most commonly used descrip-
tion, brand placement would be more correct. He argues
that it is a brand (e.g., Ray-Ban) and not a product
(e.g., sunglasses) that is placed. However, not many
researchers distinguish between the two and, therefore,
the terms brand placement and product placement have
been used interchangeably throughout the study.
Despite the widespread use of brand placements to
reach audiences, it is difficult to ascertain its effective-
ness because much of the related data is proprietary
(Yang, Roskos-Ewoldsen, & Roskos-Ewoldsen, 2004).
Consequently, too little is known about the effect of
brand placements given the dynamic nature of this prac-
tice (Bhatnagar, Aksoy, & Malkoc, 2004). For example,
how the brands are placed in the movies may influence
their effectiveness (Ong & Meri, 1994). Indeed, scholars
have tested the effect of different types of brand place-
ments, such as whether the placement is visual or verbal
(Russell, 2002), the visual prominence of the placement
(Law & Braun, 2000), and if the placement is involved in
the plot of the story or not (Russell, 2002).
While all these past studies on brand placement have
been informative, research in the area of product place-

ment is still not widespread in the Indian context and is
concentrated on studying the impact of product place-
ments on a wide, general audience. India, which has a
huge and growing section of young consumers who are
poised to begin their consumption journey, offers a big
future growth market for branded products making it
even more important to discover, clarify, and check the
effectiveness of brand placements.
BRAND PLACEMENT IN INDIAN MOVIES
Films are a noticeable medium of entertainment in India
(Panda, 2004), communicating among other things,
the changing fashion trends and promoting market-
er’s products and services. Indian audience has always
been emotionally involved with onscreen actors and
the impact is evident from the fact that stars have iconic
status in India. The audience depends heavily on these
actors for setting new trends, fashions, and hairstyles
(Kripalani, 2006), and it was, therefore, not astonishing
when advertisers and marketers started exploiting
mainstream Indian cinema as an opportunity to adver-
tise their products and started relying on stars to set
trends for costumes, accessories, and other products and
services. When the audience watch a movie star with the
product placed in the movie, they connect the product
with the actor, thus, increasing the intrinsic expressive-
ness of the placement messages (Morton & Friedman,
2002) such that when the consumers see the movie star
using a certain product, they try to associate the credi-
bility of the actor with the product placed in the movie
and build a positive behaviour towards the product.
India’s popular Hindi film industry, commonly known
as Bollywood, being the largest producer of films in the

world (Minocha & Stonehouse, 2006), is fuelled by a
large audience eager for consumption (Akram, Dwight,
& Muhammad, 2011; Britt, 2002). In addition to the
display of national brands, Hollywood’s ‘big players’
of product placement also appear in Indian movies.
Coca-Cola, for instance, has benefited from placement
in movies in India along with celebrity endorsement
by Indian movie star, Amir Khan, helping it increase
its market share (Business Week, 2003). Display of both
foreign and local brands in the contemporar y Indian
films is, therefore, a reflection of the globalization
forces at play within India, with a number of Indian
films being packed with loads of non-Indian product
placements. Since Indian or Hollywood movies mostly
remain unchanged across countries, international
brands, even if placed in local media through cable-
cast or broadcast, may serve as a global marketing
strategy (Gould, Gupta, & Grabner-Krauter, 2000). It is
for this reason that since the last few years, multina-
tional brands have looked to Indian movies to reach the
Indian market (Rajadhyaksha, 2003).
In addition to placing foreign brands in Indian films,
producers of movies have also started exploring different
types of product placements, on the lines similar to its
Hollywood counterpart. Apart from just a brand place-
ment in a movie or a prominent character talking about
it, they have started placing products integral to the sto-
ryline. The 2002 film, Road, shot mostly on roads with the
lead characters driving the cars, featured Tata Motors’
Safari 4-wheel SUV. For this placement, Tata Motors
paid about ` 12.5 million (USD 266,250) (Kripalani,
2006). Such a trend of weaving a product into the sto-
ryline has become common in the Hindi3 film industry
in the past few years. In fact, a recent film Heroine
(2012) included several brands that were integral to the

movie’s theme. After the release of the movie, Lakme
153
launched Heroine branded makeup under the Absolute
range, endorsed by Kareena Kapoor (an Indian actress)
while apparel brand Jealous 21 introduced a special
clothing line inspired by the clothes worn by Kareena in
the movie, which narrates the behind-the-scenes life of an
actor. Given the efforts made by the advertisers and the
enthusiasm with which the audiences are accepting brand
placements in the Indian movies, this practice has a huge
potential to grow.
Hypotheses
Brand placements are, by definition, brands placed
within a medium (Nelson & Deshpande, 2013). How
audience members respond to the medium likely
impacts their responses to the brands within that
medium, too. The body of research studying the influ-
ence of context on advertising effectiveness leads to the
finding that advertising context consists of two impor-
tant concepts: receiver context and medium context.
While the receiver context is described as the situa-
tional circumstances in which a person is exposed to
an advertisement (Pieters & Van Raaij, 1992), such as
the person’s physical environment (e.g., ‘at home, at
the dining table’), the social environment (e.g., ‘in the
company of friends’), the time frame (e.g., ‘during
lunch’), and the mental state a person is in prior to expo-
sure to the medium content (e.g., ‘an early morning
mood’), the medium context concerns the environment

of the ad provided by the vehicle carrying it, such as a
television programme, a book, a video game, or a film.
Although studies on context effect are not found in
the brand placement literature, there is some sugges-
tion that the medium context can have an effect on
consumers’ responses to an embedded ad (Moorman,
Neijens, & Smit, 2005). Some authors have even found
a congruency effect between context and embedded
ad (priming effect, e.g., Yi, 1990). Therefore, we expect
that the medium context should have an effect on the
responses to brand placements too. Further, while the
medium context may be the same (e.g., films), they may
still differ on the basis of culture, such as films made in
India and abroad, both of which depict widely different
cultures (de Mooij & Hofstede, 2002; Lewis, 2005). In the
present study, we conceptualize and explain the clas-
sification of film industries into foreign film industry
(Hollywood) and domestic film industry (Bollywood),
based on their country of origin and term them as the
film industry context. Films represent a very typical
entertainment medium and each film industry across
the globe is influenced by its culture and environment
as a whole; therefore, understanding of the film
industry context will help understand the differences
between domestic and foreign consumer behaviour. In
the present study, the film industry context has been
used as one of the independent variables that have two
levels, Indian and American. Films that were made in
India have been defined as Indian movies while those
that were made in America have been classified as
American movies.
Until recently, placement of branded products in
movies was considered an American concept (Segrave,

2004). However, the Indian mainstream Hindi films
have caught up with the trend with the Indian audi-
ence not only being exposed to product placement in
different media but also being exposed to it in both the
national and international entertainment industry. Just
as the Indian motion pictures have a huge overseas
market, Hollywood movies is a huge craze with the
Indian masses. With the coming of video-on-demand
and DTH, access to any kind of movies has become
easier than before; therefore, like many other countries,
Hollywood movies have a significant viewership in
India too. Also, interest in Hollywood movies is high,
with several Hollywood movies releasing in Indian
theatres every month. Given the massive exposure of
the Indian audiences to movies, it is a question of legit-
imate curiosity to find out the impact that brand place-
ments in movies have on the audiences.
Hall’s (1959) theory aims to explain culture on the basis
of high and low context which varies across cultures
(Hall, 1984). Indian culture, being a high context culture,
aims to communicate messages through symbols
(deMooij, 1998), including brands which may com-
municate the social standing. Hall (1976) also empha-
sizes that in a high-context culture, greater confidence
is placed in the nonverbal aspects of communication
than the verbal aspects. On the other hand, Hollywood
films are rooted in a low-context culture. The literature
on product placement demonstrates that cultural dif-
ferences exist vis-à-vis attitudes towards product place-
ment (Gould et al., 2000; Karrh, Frith, & Gallison, 2001).
This is primarily because cultural values and communi-
cation styles influence advertising persuasion (Aaker &
Maheswaran, 1997) and are also likely to influence the
way consumers process product placements. In other
words, how brand placements communicate is dictated

by the cultural context in which they are put. We argue
that consumers’ interpretation of brands placed in dif-
ferent contexts, namely, domestic versus foreign films
will show a potential bias. For example, Coca-Cola has
been widely used in several international as well as
Indian movies. In each of the two scenarios, the same
brand might be looked at differently due to its place-
ment in two culturally different contexts. An Indian
consumer will be able to relate with Coca-Cola more
in Rang De Basanti (2006), an Indian film, rather than
Coca-Cola in Falling Down (1993). This implies that
differences exist in terms of consumers’ response to
brands placed in the two different contexts.
In addition to the difference in consumers’ response
to brand placements in national and international
films due to cultural diversity, we also argue, based
on research, that an increase in the number of ads in
the environment will have a negative influence on the
effectiveness of the target ad or the placed brand (Kent,
1995). Given that Hollywood films contain a greater
number of brands overall (Kureshi & Sood, 2011) as
compared to Indian films, it is likely that the reaction
of viewers towards brands placement in Hollywood
movies would be more negative as compared to their
reaction towards brand placement in Indian films. In
view of the literature on the medium context, cultural
differences and the effect of number of brands placed in
a movie, we predict that

H1: Brands placed in a national event will create
more positive brand evaluations than brands placed
in an international event.
Associations between a brand and an event that trigger
positive attitudes towards the brand may be an effec-
tive marketing strategy, leading to increased sales
which could potentially generate a sustainable compet-
itive advantage. However, not all brand–event rela-
tionships result in a positive outcome for the brand.
It has been suggested that when there is congru-
ence between the brand and the event, consumers are
more likely to respond favourably (Hamlin & Wilson,
2004). Meenaghan (2001) explains that perceptions of
congruity reflect the extent to which the sponsored
partner is seen as predictable. Therefore, it is highly
likely that congruence will allow the brand to generate
positive returns, whereas a non-congruent relation-
ship may even be detrimental to the brand (Gray, 2000;
Hamlin & Wilson, 2004; Murphy, 1996; Simmons &
Becker-Olsen, 2006; Welsh, 1999). These studies assume
that congruity between brand and event can have a
positive influence on consumer responses so that there
is a positive attitude towards the event and the brand
(Dousteyssier-Fleck, 2004).
The concept of fit, built on congruity theory (Osgood
& Tannenbaum, 1955), has been extensively applied to
the sponsorship arena and holds that sponsors should
seek events that have a logical congruence or fit with
the sponsors’ products. There is, however, no evidence
of congruence/fit studies in the context of product
placements. Nevertheless, given the similarity between
product placement and sponsorship, such that both
consist of a triangular relationship—a company willing
to support a certain activity (the sponsor), a sponsored

activity or the target (the sponsee), and in a majority
of cases also the different media covering the event or
activity (Burnett, 1993)—it is only reasonable to consider
that brands being placed in movies are, in a way, spon-
soring a part of the movie. For example, brands such as
Lakme, Head & Shoulders, Jealous 21, Cera, and so on
collectively spent roughly ̀ 250 million on in-film place-
ment in the movie Heroine. Therefore, application of fit
in the context of product placement may be built on the
same logic as that in the context of sponsorship.
Sponsorship literature confirms the importance of
congruence on the relationship between brand and
event, exemplified by brand image beliefs (Gwinner &
Eaton, 1999; Speed & Thomson, 2000). Academics and
practitioners have long relied on fit to explain sponsor -
ship (Olson & Thjomoe, 2011; Quester & Thompson,
2001). Simmons and Becker-Olsen (2006) showed that
high-fit sponsorships (sponsor partner is perceived as
congruent with sponsored event) can increase brand
value, whereas low-fit (sponsor partner is perceived
as incongruent with sponsored event) can dilute
brand value. Several studies have shown the impor-
tance of a strong link between the sponsor and the
sponsored event or entity: the greater the perceived fit
of brand associations between the sponsor/endorser
and the brand, the greater the impact on the sponsor ’s
image and the attitudes towards sponsoring itself
(McDonald, 1991; Smith, 2004). Since attitudes are
found to successfully transfer between parent brands
and brand extensions when perceived fit between
the two is high (Aaker & Keller, 1990), based on the
same argument, it is expected that the degree of fit or
congruence between brands and the context in which
they appear will determine the extent to which atti-
tudes towards the context transfers onto the placed

brand. Additionally, when consumers elaborate on
the sponsorship and discover a level of congruence,
they experience a sense of cognitive satisfaction that
influences their evaluation of the sponsoring brand
(Meyers-Levy & Tybout, 1989).
155
Likewise, strong sponsor–programme congruity sug-
gests that the sponsor’s products and activities are
clearly related to the contents of the programme, that is,
the product …
Global Business and Management Research: An International
Journal
Vol. 8, No. 3 (2016)
55
The Impact of Corporate Social Responsibility and
Image on Brand Equity
Majid Esmaeilpour*
Department of Business Management, Persian Gulf University,
Bushehr, Iran

Email: [email protected]
Sahebeh Barjoei
Persian Gulf University, Bushehr, Iran
Email: [email protected]
* Corresponding author
Abstract
Background: Corporate social responsibility is an important
issue for most organizations and
their managers. Corporate social responsibility is a crucial issue
and has strategic implications
for companies in all industries in general. One of the most
valuable assets of any company is
its brand. The brand equity is an asset which in its light the
company can obtain many benefits
and maintains the value of the company.
Objective: The aim of this study is to investigate the influence
of social responsibility and
corporate image on their brand equity.
Design/methodology/approach: The present study is an applied
research in terms of aim and
descriptive-explorative in terms of data collection. The study
population consists of all

consumers of Morghab food industry (Yekoyek) in Bushehr. The
sample size is estimated to be
384. The available sampling method is used.
Findings: The results show that corporate social responsibility
has a significant positive impact
on corporate image and brand equity. In addition, corporate
image positively influences brand
equity.
Research limitations: Also in this study, in the context of the
questionnaire Morghab food
industry (Yek & Yek) has been named. But consumers often
may make mistakes in reminding
the social responsibility activities of the company rather than
other companies. This can be
contributed in completing the questionnaire.
Originality/value: Corporate social responsibility efforts are
more related strategically with
product differentiation and brand differentiation. This relation
is very important especially in
case of competitive markets and differentiated products.
Keywords: corporate social responsibility, moral responsibility,
corporate image, brand

loyalty, brand equity.
Introduction
In the past, companies aimed offer products with maximum
value and benefits to customers.
But with the emergence of the concept of social responsibility,
the traditional definition of a
small company had been changed and a socio-economic
dimension was added to it (Sen et al.,
2006). These days mutual relation between business and society
has been disclosed more than
ever. Success in business and social welfare are interdependent.
As a result, business is faced
with one of the challenges of the modern world which is called
corporate social responsibility
(Naami et al., 2011). One of the most valuable assets of every
company is the company's brand.
The higher value of the brand in consumers’ minds results in
more benefit for companies from
Journal
Vol. 8, No. 3 (2016)

56
consumers (Karbasivar & Yardel, 2011). In today’s competitive
business environment, one of
the significant and important issues is to obtaining an
appropriate position in consumers’ minds
so as to gain the consumer loyalty. Among factors which are
effective in this process are
company’s brand and brand equity (Aaker, 1991).
The key objective of the organizations is to sustain it to achieve
the competitive advantage in
the economic market (Aguilera et al., 2007). The mechanism of
corporate social responsibility
is necessary for the company's survival and productivity, as
well as the essential competitive
success (Porter and Kramer, 2006). Willingness to invest in
corporate social responsibility is
not a cost or constraint, but a source of competitive advantage
(Yoo, 2015). Effective use of
corporate social responsibility and brand management can
distinguish a company from its
competitors and create competitive advantage (Craig, 2003).
Corporate social responsibility can

reflect corporate’s social features for distinguishing its product
(Rajan Varadarajan and Menon,
1998). In other words, corporate social responsibility efforts are
more related strategically with
product differentiation and brand differentiatio n. This relation
is very important especially in
case of competitive markets and differentiated products (Hsu,
2012).
Corporate social responsibility measures help that company to
distinguish their products and
services by creating a positive brand image and to maintain
corporate reputation. This approach
makes corporate social responsibility both an integral element
in strategies to distinguish the
corporate and a form of strategic investment in R & D and
advertising (Gardberg & Fombrun,
2006).
With increasing competition and the emergence of phenomena
such as global markets, domestic
industries of each country need to increase their competitive
advantages in order to survive in
this competition. One of the strategic tools that cause
commitment and frequency of
consumption, increasing economic value for shareholders and

expanding economic activities
beyond the geographic boundaries, is brand equity. Given the
importance of brand equity and
social responsibility for companies, to investigate how and to
what extent the corporate social
responsibility creates value for the brand, is essential
(Iranzadeh, Ranjbar and Poursadegh,
2012). Given the importance of the issue, the main purpose of
this study is to evaluate corporate
social responsibility and corporate image on brand equity in
Murghab plain food industry
products-Iran (Yek & Yek). According to these goals, after
articulating the literature of the
research, the methodology will be discussed and based on the
results obtained from the study,
applicable recommendations will be presented.
Literature Review
Corporate Social Responsibility
European Commission defines CSR as a concept whereby
companies observe social and
environmental concerns in their business operations and in their
interaction with their

stakeholders on a voluntary basis (Lai, 2015). The concept is
for those organizations that have
decided to pass the minimum legal requirements and risks of
collective agreements to consider
social needs (Filizöz & Fisne, 2011). In a more general
definition, corporate social
responsibility is defined as the ways in which a business seeks
to align its values and behaviours
along with the values and behaviour of its various stakeholders.
Different groups affected by
the actions of an organization, are called "stakeholders".
Stakeholders of a business include
employees, customers, suppliers, governments, interest groups
(e.g. environmental groups),
competitors, partners, communities, owners, investors and the
wider social groups that business
operations can have an impact on them (Chatterji et al, 2009).
Carroll (1991) has identified a
pyramid model that includes four categories of social
obligations which all responsible
companies demand it. These include the responsibilities of
economic, legal, ethical and
philanthropic.

Journal
Vol. 8, No. 3 (2016)
57
From the perspective of Carroll (1991), economic
responsibilities include duty to satisfy
consumers through high-value products as well as to create
enough profits to investors. This
sector includes the main goal of business and entrepreneurship
which is to produce goods and
services and have profitability. For more profitability, firms
should have strong competitive
position in the market and increase the share value. Legal or
statutory responsibility requires
that companies while acting in their economic obligations
observe laws and regulations. This
includes government regulations that businesses are required to
obey them. Companies should
follow these legal requirements to increase profitability. Moral
responsibility refers to a variety
of business practices and ethical norms that are expected to be
followed, even if they are not

codified in law. This section of the pyramid shall determine the
expectations of the stakeholders.
Companies are expected to act and behave according to moral
methods. Today, stakeholders
expect companies to act and behave according to the ethical
methods more than what is written
in the laws and regulations. So the moral necessities expected
from companies results in that
they appear in a higher level than legal layer in the mentioned
pyramid. And finally,
philanthropic responsibilities include financial and non-
financial assistance to improve the
community. It covers the activities of the company that shows
the company is like a good
citizen. Among cases where companies can have a share in
include participation in supporting
the arts, education and other sectors that can enhance the
quality of life in society.
Based on literature review of CSR, for most companies these
responsibilities logically seem to
be in higher priority and have more importance than the other
responsibilities. Therefore, in this
study the Schwartz & Carroll model (2003) is used which
contains three sets of legal, ethics

and economics responsibility.
Corporate image
The corporate image is considered as an overall assessment of a
company in the minds of the
people (Aydin & Ozer, 2005). The corporate image is the image
in mind of the consumers about
a company (Souiden et al., 2006). The corporate image is the
result of a process. This process
comes from the ideas, feelings and experiences of consumers of
the services received from the
company which these ideas, feelings and experiences are
retrieved from their memory and form
a mental image about the company (Aydin & Ozer, 2005). The
corporate image is the image of
ideas, thoughts and impressions from a position (Baloglu &
Brinberg, 1997). Keller (1993)
suggests that the corporate image is a perception of the
company. Corporate image reflects the
corporate’s performance which is formed in the consumer’s
memory.
Brand Equity
The most important and valuable definition of brand equity have

been proposed by Aaker
(1991) and Keller (1993) that is more commonly used definition
in the literature. Aaker (1991)
has defined brand equity as a set of five groups of assets and
responsibilities of company that
are attached to the name or symbol of the brand, and raise or
reduce the value of a product or
service for a company or for consumers. Aaker (1991) defines
brand equity as a set of elements
which create value for products, businesses and consumers.
These elements include brand
names, logos and etc. From the perspective of Keller (1993),
brand equity is different reactions
of consumers to the brand.
There are numerous proposals for classification and dimensions
of brand equity that the first
and the most famous one is presented by Aaker (1991). From
the perspective of Aaker (1991),
from the perspective of the consumers equity includes 5
dimensions of brand awareness, brand
association, perceived quality, brand loyalty and other assets
related to the company. Usually
the first four dimensions are considered in the analysis of
consumer-based brand equity and the

fifth factor is posed as a communication channel between the
company and other factors as an
Journal
Vol. 8, No. 3 (2016)
58
indirect relationship with the consumer. Keller (1993) is of the
first people who presented
assumptions on brand equity from the perspective of consumers
with an emphasis on its
perceptual dimensions. Keller assumed that brand equity
depends on brand knowledge and the
basis of comparison with a similar product.
demonstrates how likely a
customer may turn to other brands, especially when that brand
creates a change in the
price or other aspects of product (Seyed Javadein & Shams,
2007). Brand loyalty can
be defined as the customer’s positive attitude towards a brand,
the brand's commitment

and his intention to continue to purchase that brand in the future
(Kim et al., 2003).
customer’s perception
of overall quality of product or service according to his own
purpose compared to other
options. Perceived quality has been defined as the consumer
judgment about
significance and preference of a product with respect to its
purpose and in comparison
with other similar products in the market (Seyed Javadein &
Shams, 2007).
Aaker (1991) states that brand awareness
can be defined as
consumer's ability to identify or recall a brand in a specific
product category. For
example, remembering a certain brand like Coca-Cola. Brand
awareness is the ability
of potential buyer to detect and recall that a brand is a member
of a certain product
category. High brand awareness and brand association leads to
creating a distinctive
image of the brand (Seyed Javadein & Shams, 1386).
g associated
with the brand in
mind (Aaker, 1991) and may include consumer mentality,

product characteristics, uses,
associations related to company, brand personality and symbols
(Keller , 1993).
According to Gill et al. (2007), association creates a value and
feeling about brand that
distinguishes it from other brands. Consumers may also
remember a sign of the product
consumed in their family which it is not necessarily the name of
the product and can be
the shape of the packaging, design or specific pics or any other
thing that can be
associated in minds. Also awareness of consumer and a
relationship with a strong
positive associative is considered as an advantage for the brand.
Corporate social responsibility and corporate image
The image of corporate social responsibility can have a positive
effect on corporate image and
brand image in the society. A company committed to economic
development, ethics in the
organization, supporting employees and their families,
supporting non-profit groups and the
supplying the needs of society, has a far better image in minds
of society than other firms

(Pomering & Johnson, 2009). One aspect of corporate social
responsibility is implementation
of moral principles. An organization with moral obligation
towards its customers and
employees has a more positive image of itself in the community.
Corporate social responsibility
has the ability to improve the attractiveness of the corporate
image, improving the performance
and effectiveness on their activities (Arendt & Brettel, 2010).
Company's commitment to social
responsibility will impact the customer evaluation of the
company's image (Pomering &
Johnson, 2009). Vazifehdoust et al. (2014) investigated the
effect of corporate social
responsibility on company image, customer satisfaction and
loyalty in the banking industry.
They found that corporate social responsibility has a direct
impact on perceived service quality
and satisfaction, positive and. The results indicate a positive
impact of bank customer
satisfaction on their behavioural and attitudinal loyalty. The
results also showed that CSR
activities can have a positive impact on the company's image. It
seems that today's consumers

are looking for companies that implement corporate social
responsibility activities in their
companies due to increased concerns of society toward
environmental and ethical issues
Journal
Vol. 8, No. 3 (2016)
59
(Blomback & Scandelius, 2013). Given the above background,
the first research hypothesis is
written this way:
Hypothesis 1: Corporate social responsibility has a direct and
positive impact on
corporate image.
Corporate image and brand equity
The role of corporate image in creating brand equity in the
industry marketing is considered
over consumer marketing. Mudambi et al (1997) showed that the
corporate image in the

industrial markets is an important prerequisite for creating
brand equity. Good corporate image,
gives consumers or industrial buyers dependability which leads
to increase in customer
perceptions of brand quality. Corporate image is a key factor in
creating favourable associations
in the minds of industrial customers (McQuiston, 2004). A
study by Kim & Hyun (2011)
entitled a model for investigating the combined impact of the
marketing and brand image of the
company on brand equity in the software sector of information
technology showed that the
corporate image with a significant and positive effect on
perceived quality has a key role in the
process of establishing the brand equity. Another study by Rafei
et al. (2013) to assess the
combined impact of marketing and corporate image on brand
equity in the software sector of
information technology industry, showed that corporate image
as a mediator variable plays the
most important role in the process of creating brand equity and
after-sales service, price, and
promotion can affect the dimensions of brand equity by this
variables and among dimensions

of brand equity, perceived quality and brand loyalty have
positive and significant impact on
brand equity. Given the above background, the second
hypothesis is written this way:
Hypothesis 2: Corporate image has a positive effect on brand
equity.
Corporate social responsibility and brand equity
A study by Lai et al. (2015) entitled the impact of the corporate
social responsibility on the
performance of the brand revealed that the company's activities
and reputation effectively
impact the industrial brand equity and performance. In a study
of Lai et al. the brand equity
includes brand loyalty, perceived quality, brand awareness,
brand association and the
satisfaction of the brand. A study by Tuan (2014) aimed to
analyse the relationship between
corporate social responsibility, leadership and brand equity in a
hospital in Vietnam, showed
that interactive leadership is in relationship with company’s
legal and economic responsibility.
Transformational leadership, on the other hand, strengthens the

moral responsibility of the
company, which in turn positively affect brand equity. A direct
relationship between
transformational leadership and brand equity has also been
identified. The results of a study by
Saeidnia & Souhani (2013) to assess the impact of advertising
based on social responsibility on
reputation and brand equity in Iran's Saderat Bank showed that
customers’ perception of social
responsibility activities had positive impact on bank customers’
satisfaction and customer
satisfaction had a positive impact on reputation and brand
equity. But the impact of social
responsibility advertising on the reputation and brand equity of
Saderat Bank was not
confirmed. Given the above background, the third hypothesis is
written this way:
Hypothesis 3: Corporate social responsibility has a direct and
significant impact on
brand equity.

Journal
Vol. 8, No. 3 (2016)
60
Research Conceptual Model
By identifying the basic variables on the research subject and
creating a relationship between
them through theoretical and empirical literature background,
conceptual framework and model
of this study was designed. In the conceptual model of research,
dimensions of brand equity are
extracted from Aaker model (1991) which includes perceived
quality, brand awareness, brand
association, brand loyalty and the corporate social
responsibility model is extracted from
Schwartz & Carroll model (2003) which contains the ethical,
legal and economic corporate
social responsibilities. The conceptual framework of this
research is provided in the figure (1).
Figure 1: A conceptual model and framework for research

Research Methodology
The present study is an applied research in terms of aim and
descriptive-explorative and
correlative in terms of data collection. The study population
consists of all consumers of
Morghab food industry (Yek & Yek) in Bushehr (Iran). The
sample size is estimated to be 384.
Since the exact information of the number of consumers is not
available and all members of
society can be consumers of this product, study population is
considered unlimited. The
appropriate sample size for the study is calculated based on
Cochran sampling formula of
unlimited population which is in 95% confidence level, 50%
agreed rate and 5% sampling error
for 384 respectively. Due to the large population and disability
for establishing a statistical
society framework, in this study, non-random sampling and
available sampling was used.
The data collection tool was questionnaire with package
responses. Using theoretical and
empirical literature research, a questionnaire consisted of 26
questions with 5 point scale Likert-

type scale (from totally agreed to totally disagreed) was
designed. Validity of questionnaire was
examined through two ways of nominal content validity and
construct validity. To assess the
nominal content validity, the designed questionnaire was
evaluated by some experts in the field
of management as well as some of the consumers in Bushehr.
They had been asked to give their
opinions on validity of questionnaire. After collecting their
opinions and views, necessary
changes has been applied in the questionnaire. In order to
collect the data, the questionnaire has
been distributed among 400 consumers in Bushehr. A total of 15
incomplete questionnaires
have been excluded and finally 385 questionnaires have been
used and analysed.
To assess the construct validity, analysis test was used. The
results of confirmatory factor of
each item showed that factor loading of all items of the
questionnaire is greater than 0/70 and
therefore the research questionnaire has the required validity.
To examine the stability of the
data collection tool, the questionnaire, Cronbach's alpha
coefficient was used. Cronbach's alpha

for whole questionnaire is 0.874. Cronbach's alpha coefficient
obtained for all variables was
greater than 0.70 which indicates that items of the questionnaire
have been able to clearly
Journal
Vol. 8, No. 3 (2016)
61
explain considered variables. The data in Table (1) shows that
data collection tool, the
questionnaire had good stability. Table (1) shows the calculated
value for Cronbach's alpha
coefficients for the variables.
Table 1: Cronbach's Alpha Calculated for Research Variables
Research Variables
Number of
Questions
Extraction source of research variable items
Cronbach's

alpha
Moral responsibility 3 Solomon Olajide (2014) 0.794
Legal Responsibility 3 Solomon Olajide (2014) 0.807
Economic Responsibility 3 Solomon Olajide (2014) 0.847
Corporate Image 3 Aydin & Ozer (2005) 0.893
Perceived quality 3
Aaker (1991), Yoo et al. (2015), Pappu et al.
(2007)
0.726
Brand Awareness 3 Aaker (1991), Seyed Javadin & Shams
(2007) 0.854
Brand Association 3 Aaker (1991), Pappu et al. (2007) 0.807
Brand Loyalty 5 Pappu et al (2007), Yasin et al. (2007) 0.856
As can be seen in Table (1), Cronbach's alpha coefficient for all
variables in this study is more
than 0/70. It can be concluded that the designed research
questionnaire has the required stability.
The conceptual model and research hypothesis were tested by
structural equation modelling
using AMOS software.

Results
Descriptive statistics were used to analyse demographic
variables. Table (2) is related to
demographic variables of the research analysed through
collection of 385 questionnaires.
Table 2: Demographic Characteristics of Respondents
Demographic variable Levels Frequency percent
Gender
Male
Female
%34.8
%64.2
Education status
Diploma and lower
Associate degree
Bachelor degree
Master degree and higher
%31.7
%22.8

%33.5
%11.1
Age
18-25 years old
26-35 years old
36-45 years old
Elder than 46 years old
%20.1
%26.3
%47.1
%6.5
Conceptual model and research hypotheses were tested by
structural equation modelling using
AMOS software. Implementation of structural equation
modelling helps researcher to examine
the theoretical pattern which consists of different elements both
generally and partially. The
elements of structural equation modelling test shows that there
is a significant positive

relationship between the elements of different layers of research
conceptual model. Figure (2)
shows the results of the structural equation modelling test.
Journal
Vol. 8, No. 3 (2016)
62
Corporate
image
Brand
equity
Corporate
social
responsibility
./242
(4.688)
./968
(8.938)

./853
(5.994)
Figure 2: Implementation of structural equation model, along
with some standardized
coefficients (path coefficients) and significance coefficients (t-
value)
Fit indices of the model are one of the most important steps in
the analysis of structural equation
modelling. These indices are to answer the question that
whether represented model by the data,
confirms the conceptual model? By implement the structural
equation modelling test via AMOS
software, this software offers some fit indices which show that
claimed conceptual model can
be fitted by experimental data. Unlike conventional statistical
tests that are approved or rejected
by a single statistic, in structural equation modelling a set of fit
indices is defined in order to
evaluate the model. However, in practice the use of four or five
indices is enough. The results
of model quality indices (appropriateness) are shown in Table
(3).

Table 3: Fitness Indices of Conceptual Model for
Implementation of Structural Equation
Fitting index X2/DF PNFI CFI NFI RMSEA IFI RFI
Acceptable value
Between
1 & 3
< 0.05 < 0.90 < 0.90 < 0.10 < 0.90 < 0.90
Estimated value 1.424 0.139 0.997 0.991 0.033 0.997 0.981
Based on the data of Table (3), the pointed indices show that the
research model is in good
condition regarding these indices and this implies befitting of
data. Thus, according to data
derived from the implementation of structural equation
modelling, the structure of conceptual
model was approved.
Total approval of the conceptual model does not mean that all
ties have been approved in the
model. After overall fit of the model, the general relations of
the model must also be tested to
see whether the defined relations are approved or not? After
extracting data of structural

equation model, we can test the hypothesis of research. The
main research hypothesis test
results are provided in Table (4).
Journal
Vol. 8, No. 3 (2016)
63
Table 4: Results of Testing Research Hypothesis
H
y
p
o
th
e
si
s
Conceptual model relations

S
td
.
p
a
th
c
o
e
ff
ic
ie
n
t
C
a
lc
u
la
te
d
t
-

v
a
lu
e
p-
value
Result
1
Corporate Social
Responsibility
----> Corporate image 0.968 8.938 0.000 Confirmed
2 Corporate image ----> brand equity 0.242 4.688 0.000
Confirmed
3
Corporate Social
Responsibility
----> brand equity 0.853 5.994 0.000 Confirmed
Whenever the calculated T value by the model is greater than
1.96, it means that research
hypothesis have been accepted with significance level of 95%
and if calculated T value is
greater than 2.5, it means that research hypothesis have been

accepted with significance level
of 99%. As the data in Table (5) show, all three hypotheses
have been confirmed.
Conclusion and Recommendation
According to the findings of this study and the results of past
research, in this section the key
variables of the research will be discussed and in this regard
practical suggestions will be
offered according to the findings.
In the first research hypothesis, it has been stated that the
corporate social responsibility has a
directly positive impact on the corporate image. The results
show that the impact coefficient of
these two variable equal to 0.968. So it can be concluded that
the implementation of corporate
social responsibility leads to a positive mental image in the
minds of consumers and positive
mental image will reduce the risks of consumer’s attitudes and
increase in their belief towards
the brand. This result is consistent with the findings of
Vazifehdoust et al. (2014) and Pomering
& Johnson (2009) as well. This means that those companies
which have more attention to

environmental issues and environmental concerns are at the
forefront of their work, create more
positive image in the mind of the consumer that , in turn this
positive image leads to consumer
satisfaction and loyalty towards the company's products. In this
regard, it is recommended to
Morghab food industry (Yek & Yek) to participate more in the
social responsibility programs,
because the corporate image is the most important source of
impact on customer perception …
Branding Strategies
Multiproduct Branding Strategy
A company may use one name for all its product capitalizing on
its brand equity and the favorable perception that the consumers
have for it (i.e., the company’s trade name and brand name are
the same, as it is for Sony, GE, and Microsoft). This strategy
allows for product-line extensions, or the use of an existing
brand name to enter new market segments in the same product
class. Line extensions work best if they take business away
from the competition (i.e., incremental business) and do not
cannibalize the company’s existing sales.
An important decision companies must make is under which
brand a new offering will be marketed. For example, Black &
Decker makes power tools for consumers under its Black &
Decker brand, while tools for more serious do-it-yourselfers and
professionals are under its DeWalt brand. If Black & Decker
decided to add to its DeWalt line new products such as coolers,
portable radios, CD players, and other accessories construction
professionals might find useful at a job site, the company would
be creating a brand extension, which involves using an existing
brand name or brand mark for a new product category.

Why would Black & Decker add these accessories to the DeWalt
line? If the company did, it would be because DeWalt already
has a good reputation for high-quality, long-lasting durability
and performance among construction professionals. These same
professionals would trust the DeWalt brand to deliver.
When they're branding a new offering, firms have to consider
the degree of cannibalization that can occur across products.
Cannibalization occurs when a firm's new offering eats into the
sales of one of its older offerings; ideally, when you sell a new
product, you hope that all of its sales come from your
competitors' buyers or buyers that are new to the market. A
completely new offering will not result in cannibalization,
whereas a line extension likely will. A brand extension will also
result in some cannibalization if you sell similar products under
another brand. For example, if Black & Decker already had an
existing line of coolers, portable radios, and CD players when
the DeWalt line was launched, the new DeWalt offerings might
cannibalize some of the Black & Decker offerings.
However, some marketers argue that cannibalization can be a
good thing because it is a sign that a company is developing
new and better offerings. These people believe that if you don't
cannibalize your own line, then your competitors will.
Other companies engage in sub-branding, or combining the
corporate brand with another brand (e.g., Lamborghini
Murcielago or Porsche Boxter). On the other hand, a brand
extension capitalizes on a strong brand equity and involves the
use of an existing brand name to enter a totally different
product class (e.g., Suzuki motorcycles extending its name to
cars and outboard motors). However, too many uses of a brand
name may dilute its meaning to the consumers as has happened
with Arm & Hammer’s brand that has been used for toothpaste,
detergent, cat litter, baking soda, carpet deodorizer, deodorant,
and air freshener (Kerin & Hartley, 2017, p. 308).
Multibranding Strategy
With multibranding strategy, the company gives a distinct name
to each product. This is a useful strategy when each brand is

intended for a different market segment. For example, P&G
markets its flagship detergent under the Ariel brand, while Tide
is the low-tier brand. In the United States, Tide is the flagship
detergent. This strategy involves higher promotion and
advertising costs compared to the multiproduct branding
strategy; however, since each brand is unique to its market,
there is no risk that failure of one brand will impact the other
brands in the line (Kerin & Hartley, 2017).
Private Branding Strategy (Private Label)
With a private branding strategy, a company manufactures
products but sells them under the brand name of a retailer (e.g.,
Rayovac produces batteries for retailers such as Walmart and
Kroger). This is a highly profitable business for both sides, and
about 20 percent of all products sold in drugstores and
supermarkets bear a private label (Kerin & Hartley, 2017).
Mixed Branding Strategy
Using a mixed branding strategy, companies market products
under their own brand and under private labels and sell in
different market segments (Kerin & Hartley, 2017).
References
Kerin, R. & Hartley, S. (2017). Marketing (13th ed.). New
York, NY: McGraw Hill.
Licenses and Attributions
Branding, Labeling, and Packaging from Marketing Principles is
available under a Creative Commons Attribution-
NonCommercial-ShareAlike 3.0 Unported license without
attribution as requested by the site's original creator or licensee.
UMGC has modified this work and it is available under the
original license.
Branding Elements
Branding elements are the foundation of a branding strategy and
help distinguish a brand from its competitors. There are several
elements that are important in distinguishing a brand. These
include brand personality, brand image, brand identity, brand

differentiation, brand positioning, brand communication, brand
loyalty, and brand equity. Analysis of these elements will allow
marketers to understand the performance of a particular brand.
The branding elements described in the sections below are
critical for a successful branding strategy.
Brand Personality
Successful brands acquire a brand personality over time, which
is a set of human characteristics that is associated those brand
name. Consumers "assign personality traits to products"—for
example, rugged, romantic, rebellious, or sophisticated—and
choose those brands that are more in line with their "desired
self-image" (Kerin & Hatley, 2017, p. 304). Marketers can
instill a brand with a personality; for example, Pepsi’s
personality traits include exciting and young, while Coca Cola
is real and all-American. On the other hand, Harley-Davidson
portrays defiance, masculinity, and individualism (Kerin &
Hartley, 2017).
The five key dimensions of brand personality include the
following (Imagibrand, 2017):
1. brand competence—Is the company branding its expertise?
The attributes represented by this brand personality are success,
intelligence, expertise, and reliability.
2. brand sincerity—Does the company have a genuine brand?
The attributes represented by this brand personality are honesty,
wholesomeness, genuineness, and cheerfulness.
3. brand excitement—How daring is the company's brand? The
attributes represented by this brand personality are daring,
playfulness, spirit, and imagination.
4. brand sophistication—Would James Bond ever use the
company's brand? The attributes represented by this brand
personality are poise, elegance, and charm.
5. brand toughness—Can the company's brand stand against the
competition? The attributes represented by this brand
personality are potency, forcefulness, power, and ruggedness.
Brand Image
The American Marketing Association (AMA) (n.d.-b)

defines brand image as the "The perception of a brand in the
minds of persons. The brand image is a mirror reflection
(though perhaps inaccurate) of the brand personality or product
being. It is what people believe about a brand—their thoughts,
feelings, expectations."
There are two conventional—but incorrect —wisdoms about
brand image (Johansson, 2009):
1. Brands are only important for luxury products. The typical
reasoning behind this misconception is that luxury products
are hedonic (i.e., not bought for functional utility).
2. Brands are not at all important for B2B products. The typical
reasoning behind this misconception is that business buyers are
coldly rational and are not influenced by emotions.
Research has shown that even utilitarian product choices are
influenced by brands., and the driving force is competition.
When competition is intense, all products will soon offer equal
functional advantages (benchmarking, "me-too" strategies,
follow-the-leader, etc.). Accordingly, the one sustainable
advantage is the brand image. Anything can be differentiated
and branded, even a commodity such Butoni or Barilla pasta
(Johansson, 2009).
Brand Identity
Brand identity refers to the distinct and relatively lasting
characteristics of a brand. A brand tends to have an appealing
and solid identity when consumers perceive its identity as more
distinct and prestigious (Bhattacharya & Sen, 2003).
Creating a company's brand identity involves more than
designing its logo. A brand identity is both emotional and visual
and communicates trustworthiness and relevance. Building an
effective brand identity takes many years of perpetual tweaking
and hard work; however, it is crucial to the success of the
company. When it comes to creating and maintaining a brand
identity, every small detail counts. It is a delicate task of
following the company's core values, while simultaneously
being able to adapt to changing market forces and trends. This
task is difficult for even big multinational companies (Jansen,

2018a). Remember how Kodak failed to adapt to changing
market conditions?
A strong brand identity can help a company succeed (e.g.,
Apple and Amazon). This success requires a strong focus and
strict brand guidelines to maintain the company's brand and
keep it elevated in the face of the changing market forces. In
order to do this, companies are advised to heed the following
guidelines (Jansen, 2018b):
· Keep things simple and focus on their core values.
· Be flexible and adapt to changing market trends.
· Follow data, but do not ignore emotion.
· Do not jump on market trends without thinking of the bigger
picture.
· Do not wait too long to rebrand themselves.
· Do not ignore market trends.
Brand Differentiation
Building a strong brand is crucial to success in today's business
world, and strong differentiation is necessary to build a
compelling and powerful brand. Brand differentiation is the
means by which a company's brand is set apart from its
competition, by associating a superior performing aspect of its
brand with multiple consumer benefits (Carter, 2014).
Brand differentiation is related to a company's corporate
reputation. There are several elements of reputation, including a
good customer service, packaging, prompt response to
problems, and product-specific comments, that consumers seek
when buying. These elements not only provide a basis on whi ch
the company can improve its reputation, but also help it
differentiate itself from the competition. Corporate reputation
may be enhanced by different activities that are closely related
to the vertical differentiation of a product, such as technological
innovation and a strong brand image. On the other hand, a solid
corporate reputation may also help to differentiate a brand.
Companies are increasingly recognizing consumers as their
most important asset in building an estimable corporate
reputation (Vahabzadeh et al., 2017).

In this era of globalization and hypercompetition, companies
need to rethink the way that they manage their customer
portfolio, as well as how they interact with their customers.
Fader (2012) stresses that customers are an asset (customer
equity) that should have a place on a company's balance sheet.
The author defines customer equity as "the sum of the customer
lifetime values across a firm's entire customer base" (p. 62).
Since every company's objective is to maximize its overall
equity and since customers are perceived as an asset (customer
equity) that is an integral part of the company's overall equity,
the company should dedicate the necessary resources to
maximize its customer equity (Fader, 2012).
Employees are another crucial factor in enhancing a company's
reputation. They may help differentiate the company from the
competition, as consumers evaluate the corporate reputation that
is behind the product and brand presented to them. Accordingly,
many companies use their corporate reputation as a vital
resource in developing their strategic value. Reputation includes
corporate social responsibility, innovativeness, and honest
communication, which customers subconsciously convert into
brand differentiation of the company's products (Vahabzadeh et
al., 2017).
Brand Positioning
Brand positioning is the designing of a company's offering and
image to occupy a distinct place in the mind of the target
customers (Kotler & Keller, 2015). Brand positioning is the sum
of all the marketing activities that position the brand in the
target customers’ minds relative to the competition. Positioning
does not create something new or different, but rather
manipulates the mindset (Ries & Trout, 2001).
Positioning is a crucial stage in a brand management strategy. A
good brand positioning strategy helps in the development of
new products, communication, market expansion, pricing, and
the selection of the distribution channels (Fayvichenko, 2018).
Brand positioning is a process of creating the brand's own
image, values, positive associations, and distinctive properties

in the customers' minds in order to create a sustainable brand
image and ensure consumers' attachment to that brand
(Fayvichenko, 2016). Today, brand positioning is perceived as a
process that begins with the design of a trademark position;
however, it is "difficult to specify the essence of positioning
when its ultimate goal is not clearly understood" (Fayvichenko,
2018, p. 245). To understand the essence of brand positioning,
it is crucial to determine the ideal position of the brand. A clear
representation of the ideal position of a brand is a "prerequisite
for researching positioning as a target process and developing a
system for evaluating its effectiveness" (p. 245).
Ideally, a brand will be positioned so that the customer has
positive associations with a brand, is convinced of its unique
advantages over other brands, and considers the brand to be of
high value or a necessity. This brand-supporting customer is
convinced that people who buy other brands are making the
wrong choice, considers it a duty to recommend this brand to
other consumers, and feels a spiritual unity with consumers who
have chosen this brand (Kendukhov, 2008).
Accordingly, Kendukhov (2008) perceives brand positioning as
a process of managing the perception of a brand by a customer.
The purpose of this process is "persuasion of the consumer in
the unique advantages of this trademark over other brands;
formation of the consumer's exclusive affiliates with this
trademark; formation of the consumer's sense of the
indispensability and vital necessity of the brand; formation of
fanatical devotion to the brand; raising a sense of duty to
recommend this brand to other consumers; forming a sense of
spiritual unity with consumers who chose this brand; forming a
belief in the consumer that other consumers who buy goods
under other brands make the wrong choice" (Fayvichenko, 2018,
p. 246).
Brand Communication
The value of a company's brand may rise or fall with its brand
communication. Even strong brands must communicate their
values and core benefits to the customers in order to sell.

Successful brand communication involves satisfied employees
and enthusiastic customers. Companies used to communicate
their brands using PR and advertising. Nowadays, customers
and company employees define the reputation and reality of a
brand. They discuss their experience with the company and its
products around the clock using social media. Trust plays a
crucial role here, and is only built up when the customers
receive a consistent and credible brand experience. Employees
help a company earn its customers' trust if they credibly
communicate the brand's values and positioning (BrandTrust,
2018).
Social media provides an array of constantly changing brand
communication tools in the corporate world, which play a
crucial role in how customers research and share information,
and learn about their brands. Similarly, companies use social
media networks for the advertising and sponsorship of their
products and services brands in order to develop trust and create
sustaining relationships with their customers (Khadim, Hanan,
Arshad, Saleem, & Khadim, 2018).
Social media comprises well-built platforms that have a
significant and substantial impact on brand loyalty. Customers
use social media as a tool to communicate and respond quickly
to each other at any time (that information moves much faster
on social media compared to traditional media). In addition,
social media allows a company to send its brand messages to
multiple audiences and collect their recommendations. This
feature is crucial, as markets and customer preferences, needs,
and wants change quickly, especially in this era of
globalization. Social media allows a company to judge how its
customers think about its brand and what they want from it. It
also enables the company to make improvements to its brand
and think forward to anticipate changes in customer needs and
preferences (Khadim et al., 2018).
Brand Loyalty
Consumers usually benefit from branding, and trademarks may
help them shop more efficiently, as they avoid brands that they

dislike, while buying the brands that they like most. Brand
loyalty is a favorable perception of, and the consistent buying
of, a certain brand over time. The marketplace has been
dramatically changing in the past decade thanks to advanced
and cheaper communications technologies, which enable
consumers to make better choices and share their buying
experiences with others, worldwide. Consumers are now
increasingly dependent on the internet to acquire information
and compare brands before buying. Consumers can easily shift
brands if they believe that they have not been treated fairly by a
certain company (Kotler & Keller, 2015).
Brand Equity
AMA (n.d.-a) defines brand equity as "the value of a brand.
From a consumer perspective, brand equity is based on
consumer attitudes about positive brand attributes and favorable
consequences of brand use."
According to Johansson (2009) brand equity is “the value of the
positive associations that consumers have with a product's brand
name. These associations often involve emotional attachments,
affinity, positive brand image, and brand identity. They also
involve cognitive factors such as familiarity, knowledge and
perceived quality, as well as social factors including peer-group
acceptance. When these associations turn negative (as in
antiglobalization sentiments against global brands) the brand
equity can go down very quickly.”
Brand equity is basically the added value that a brand gives to a
product beyond the functional benefits that it provides. Brand
equity provides competitive advantages; for example, Mercedes
Benz implies quality. A second advantage is that consumers are
willing to pay more for a product with a brand equity. Here,
brand equity is represented by the premium that a consumer is
willing to pay for a certain brand over another when both brands
provide similar functional benefits. Acura, Infinity, and Lexus
cars enjoy a price premium that arises from their brand equity
(Kerin & Hartley, 2017).
Brand equity takes time to develop and is carefully crafted and

nurtured by marketers who forge unique, strong, and favorable
experiences and associations with the brand. Brand equity
resides in the consumers' minds, and results from what they
have seen, heard, felt, and learned about the brand over time.
Brand equity is not quickly or easily achieved (Kerin & Hartley,
2017).
Financial Brand Equity
Financial brand equity is the monetary value of a brand in terms
of net revenues the brand is expected to generate over time,
across all country markets. The set of assets linked to a brand
name include the following (Johansson, 2009):
· brand name awareness
· brand loyalty
· perceived quality
· brand associations (in the consumer's mind)
Financially lucrative brand licensing agreements may arise from
brand equity. Successful brand licensing needs a thorough
marketing analysis to ensure compatibility between the
licensor's brand and the licensee's products. Companies such as
Ralph Lauren, Disney, and Luxottica eyewear earn millions
every year from licensing their brand names to others (Kerin &
Hartley, 2017).
Global Brands
Why are global brands often the most valuable assets of a global
company? Global brands are important because product
differentiation is difficult to sustain. Accordingly, global brands
become the most sustainable competitive advantage. Global
brands have become more important because financial brand
equity is strongly correlated with global reach (Johansson,
2009).
References
AMA (n.d.-a). Brand equity. Retrieved from
https://www.ama.org/resources/Pages/Dictionary.aspx?dLetter=
B
AMA (n.d.-b). Brand image. Retrieved from
https://www.ama.org/resources/Pages/Dictionary.aspx?dLetter=

B
Bhattacharya, C. B., & Sen, S. (2003). Consumer-company
identification: A framework for understanding consumers'
relationships with companies. Journal of Marketing, 67(2),
7688. doi:10.1509/jmkg.67.2.76.1860
BrandTrust (2018). Brand communication. Retrieved from
https://www.brand-trust.de/en/glossary/brand-
communication.php
Carter, L. (2014). Brand differentiation: 30 ways to differentiate
your brand. Persona Design [Web log]. Retrieved from
https://www.personadesign.ie/brand-differentiation-30-ways-to-
differentiate-your-brand/
Fader, P. (2012). Customer centricity (2nd ed.). Philadelphia,
PA: Wharton Digital Press.
Fayvichenko D. (2016) The concept of brand
positioning. Mignarodnii naukovo-praktuchniy gurnal «Tovaru I
runki», 1(21), 25–32.
Fayvishenko, D. (2018). Formation of brand positioning
strategy. Baltic Journal of Economic Studies, 4(2), 245–248.
ImagiBrand (2017). The 5 key dimensions of brand personality.
Retrieved from http://imagibrand.com/5-key-dimensions-brand-
personality/
Jansen, K. (2018, a). The dos and don'ts of building a brand
identity (Part 1). Forbes. Retrieved from
https://www.forbes.com/sites/forbesagencycouncil/2018/03/05/t
he-dos-and-donts-of-building-a-brand-identity-part-
1/#7287b18a61bc
Jansen, K. (2018, b). The dos and don'ts of building a brand
identity (Part 2). Forbes. Retrieved from
https://www.forbes.com/sites/forbesagencycouncil/2018/04/02/t
he-dos-and-donts-of-building-a-brand-identity-part-
2/#1f763498644a
Johansson, J. (2009). Global marketing (5th ed.). New York,
NY: McGraw-Hill.
Kendyuhov V. (2008) Effectivnist vucorustannya marochnogo
capital [Effectiveness of using branded capital]. Donetsk:

Institute economy promislovist, 96–103.
Kerin, R. & Hartley, S. (2017). Marketing (13th ed.). New
York, NY: McGraw Hill.
Khadim, R. A., Hanan, M. A., Arshad, A., Saleem, N., &
Khadim, N. A. (2018). Revisiting antecedents of brand loyalty:
impact of perceived social media communication with brand
trust and brand equity as mediators. Academy of Strategic
Management Journal, 17(1), 1–13.
Kotler, P., & Keller, K. (2015). Marketing management (15th
ed.). Upper Saddle River, NJ. Pearson.
Vahabzadeh, A., Vatanpour, H., Dinarvand, R., Rajabzadeh, A.,
Salamzadeh, J., & Mohammadzadeh, M. (2017). Impact of
corporate reputation on brand differentiation: An empirical
study from Iranian pharmaceutical companies. Iranian Journal
of Pharmaceutical Research, 16(4), 1658–1670.

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