Brand2

BRAND MANAGEMENT Page 1
ASSIGNMENT NO 2
SUBJECT: BRAND MANAGEMENT
TOPIC:
Part-i: To Explain the Brand Equity Concept, Brand Asset Categories, and explain very briefly on
how the measurement of Brand Equity is done (Brand Equity Models)
Part-ii: To examine the FOUR PILLARS (Factors) of the Young & Rubicam’s Brand Asset Valuator
(BAV) and make an Analysis of any TWO BRANDS mentioned below:
1. ICICI Bank (or) Axis Bank (or) YES Bank
2. Any Automobile Brand
3. L'Oreal
4. Snap deal
SUBMITTED BY:
NAME: MR SAGAR.G.SEWLANI
PRN NO: 15020448066

BRANDS:
“Brands are intangible assets, assets that produce added benefits for the business. This is the
domain of strategic brand management: how to create value with proper brand management”.
A brand is any name, design, style, words or symbols used singularly or in combination that
distinguish one product from another in the eyes of the customer.
The key components that form a brand's toolbox include a brand’s identity, brand
communication (such as by logos and trademarks), brand awareness, brand loyalty, and
various branding (brand management) strategies.
Brands are different from products in a way that brands are “what the consumers buy”, while
products are “what concern/companies make”.
Brand is an accumulation of emotional and functional associations. Brand is a promise that the
product will perform as per customer’s expectations. It shapes customer’s expectations about
the product.

To a consumer, brand means and signifies:
Source of product
Delegating responsibility to the manufacturer of product
Lower risk
Less search cost
Quality symbol
Deal or pact with the product manufacturer
Symbolic device
To a seller, brand means and signifies:
Basis of competitive advantage
Way of bestowing products with unique associations
Way of identification to easy handling
Way of legal protection of products’ unique traits/features
Sign of quality to satisfied customer
Means of financial returns
A brand connects the four crucial elements of an enterprise- customers, employees,
management and shareholders. Brand is nothing but an assortment of memories in customers
mind. Brand represents values, ideas and even personality. It is a set of functional, emotional
and rational associations and benefits which have occupied target market’s mind. Associations
are nothing but the images and symbols associated with the brand or brand benefits, such as,
The Nike Swoosh, The Nokia sound, etc.

BRAND EQUITY:
Brand equity is the measurable value derived from marketing and other strategic and
management efforts attributable to a brand.
“Brand equity is the set of associations and behaviors on the part of a brand’s customers,
channel members and the parent corporation that permits the brand to earn greater volume
or greater margins than it could without the brand name, and that gives the brand a strong,
sustainable and differential advantage over competitors”
Brand equity is the value of the brand in the marketplace. Simply put, a high equity brand has
high value in the marketplace. However, what this means exactly is often not fully or clearly
understood. High brand value, a brand with high equity, means that the brand has the ability to
create some sort of positive differential response in the marketplace.
This can mean that your brand is easily recognizable when encountered in advertising or seen
on a yard sign. It can mean that your brand is one of the first ones recalled when a relevant
prompt is used – “who would I call to discuss listing my house?”
It could mean that individuals would be willing to pay a premium price for your brand’s
offering. In the case of a real estate transaction, individuals would pay a standard commission
and feel as if they received a valuable high-quality service from a well-known and trusted
brand.
It could mean that when someone asks for a referral, your brand is the first one that is
recommended to others. All of these are positive responses to the brand – a readily
recognizable brand, a brand that is recalled quickly and easily when needed, one that
individuals are willing to pay a premium price to acquire, and a brand that is recommended to
others.
Brand equity is the value and power of the brand that determines its worth. The brand equity
can be determined by measuring:
ÿ The price premium that the brand charges over unbranded products
ÿ The additional volume of sales generated by the brand as compared to other brands in
the same category and/or segment
ÿ The share prices that the company commands in the market (particularly if the brand
name is the same as the corporate name, or customers can easily associate the
performance of all the individual brands of the company with the financial performance
of the corporate)

ÿ Returns to shareholders
ÿ The image of the brand on various parameters that are deemed important
ÿ The future earnings potential of the brand
Or a combination of the above methods. Some methods of measuring brand equity involve the
formulation of a multiplier by using a combination of the above methods. Such multipliers as
brand strength or brand esteem can be determined by combining several variables to
ultimately arrive at the brand equity.
BRAND ASSET CATEGORIES
1. Awareness:
Awareness of the brand name among target customers is the first step in the equity building
process. Awareness essentially means that customers know about the existence of the brand
and can also recall what category the brand is in.
The lowest level of awareness is when the customer has to be reminded about the existence
of the brand name, and that it is being a part of a particular category. In aided recall, the
customer can recognize the company’s brand from among a list of brands in the category.

In unaided recall, the customer himself mentions the company’s brand. The highest level of
awareness is when the first brand that the customer can recall upon the mention of the
product category is the company’s brand. This is called top-of-mind recall.
Awareness of the name acts as an anchor to which everything else about the brand is linked,
much like the name of a person acting as an anchor for tying all associations about him.
Building awareness involves making the brand visible to the relevant target audience by
various promotional methods such as publicity, sponsorships, events, advertising, instigating
word-of-mouth promotion, etc.

BRAND RECOGNITION
ÿ It is at the bottom level of the pyramid
ÿ Recognition means some sense of familiarity which sometimes is sufficient in choice
decision
ÿ In brand recognition test, the ability of the consumers to identify the brand elements is
tested
ÿ That is, upon seeing or feeling the brand elements like- name, packaging, symbol,
tasting, and smelling, how much the consumer is able to identify a brand.
Unaided Recall:
What all brand names come to your mind when you think of detergents?
---- Surf, Nirma, Ariel
Aided Recall:
Mention the detergent brands which come in blue color (product attribute)
---- Surf, Rin, Henko, Fena
Mention the detergent brands which are the soak and rinse type (usage form)
---- Surf, Ariel
TOP OF THE MIND RECALL:
A higher level of awareness is Top of the mind recall
It indicates the relative superiority a brand enjoys over others
Sometimes a brand is able to achieve such a dominant position that it becomes the only
recalled brand in the product category
For example:
Toothpaste – Colgate
Vanaspati – Dalda
Adhesive bandage – Band Aid
Liquid antiseptic – Dettol

2. Brand associations:
Anything that is connected to the customer’s memory about the brand is an association.
Customers form associations on the basis of quality perceptions, their interactions with
employees and the organization, advertisements of the brand, price points at which the
brand is sold, product categories that the brand is in, product displays in retail stores,
publicity in various media, offerings of competitors, celebrity associations and from what
others tell them about the brand.
Consumers add to brand associations with each and every interaction they have with the brand.
All these associations are not formed only due to their interactions with the organization. Many
associations are formed from what others tell customers about the brand.
It is absolutely crucial that the company plan each interaction with every customer and relevant
others (media, shareholders, employees, government) so as to eliminate even the slightest
chances of any negative associations that can emanate from any of these sources.
Associations contribute to brand equity, as strong, positive associations induce brand
purchases, besides generating good word-of-mouth publicity. Such associations can also help
the company in leveraging the brand, create strong barriers to entry for competitors, give trade
leverage to the company and enable the company to achieve differential advantage.
Brand associations are formed on the following basis:
∑ Customers contact with the organization and it’s employees;
∑ Advertisements;
∑ Word of mouth publicity;
∑ Price at which the brand is sold;
∑ Celebrity/big entity association;
∑ Quality of the product;
∑ Products and schemes offered by competitors;
∑ Product class/category to which the brand belongs;
∑ POP ( Point of purchase) displays; etc

3. Perceived quality:
Perceived quality is also a brand association, though because of its significance, it is accorded a
distinct status while studying brand equity. Perceived quality is the perception of the customer
about the overall quality of a brand.
In assessing quality, the customer takes into consideration the performance of the brand on
parameters that are important to him, and makes a relative judgment about quality by
assessing competitor’s offerings as well. Therefore, quality is a perceptual entity, and consumer
judgments about quality vary.
Quality perceptions influence pricing decisions of companies. Better quality products can be
charged a price premium. Quality is one of the main reasons for consumer preference for a
brand in any product category. Thus, superior perceived quality can also be used to position the
brand.
4. Brand loyalty:
A customer is brand loyal when he purchases one brand from among a set of alternatives
consistently over a period of time. In the traditional sense, brand loyalty was always
considered to be related to repetitive purchase behavior.
For some products such as purchasing a house or an automobile, repetitive purchase behaviour
may not occur. In these situations, attitudinal brand loyalty, i.e., consumer feelings about the
brand that was purchased, and their inclination to recommend the brand to others are
measured.
Brand loyalty is usually rated as the most important indicator of brand equity because loyalty
develops post purchase and indicates a consistent patronage by a customer over a long period
of time whereas all other elements of brand equity may or may not translate into purchases.
Brand loyal customers form the bedrock of a company. Higher loyalty levels lead to a decrease
in marketing expenditure as such customers act as positive advocates for the brand. Besides, a
company can introduce more products in its portfolio that are aimed at the same customers at
less expenditure.
It also acts as a potential barrier to entry for new players and gives time to the company to
respond to competitive threats.
The bargaining power of the company with the trade channel members is stronger when there
are many loyal customers who would only buy the company’s brand. In this case, the retailer
merely distributes the manufacturer’s products.

Three levels of loyalty have been identified
ÿ Behavioral loyalty
(Purchase repeatedly)
ÿ Attitudinal loyalty
(Customer feels some devotion to the brand and prefers the brand)
ÿ Cognitive loyalty
(Brand name comes at top -of - mind recall and consumer’s first choice whenever purchase
decision arise)

5. Other proprietary brand assets:
Proprietary assets include patents, trademarks and channel relationships. These assets are
valuable as they prevent competitors from attacking the company and prevent the erosion of
competitive advantages and loyal customer base.
All activities of the firm determine brand equity. These activities may enhance or diminish the
brand value. Activities that are synchronous with the overall vision for the brand enhance
equity, and any activity that goes against this overall vision reduces brand equity.

BRAND EQUITY MODELS
BRAND EQUITY TEN:
Given By: Former UC-Berkeley marketing professor David Aaker
Aaker views brand equity as a set of five categories of brand assets and liabilities linked to a
brand that add to or subtract from the value provided by a product or service to a firm and/or
to that firm’s customers.
These categories of brand assets are:
ÿ Brand loyalty
ÿ Brand awareness
ÿ Perceived quality
ÿ Brand associations
Other proprietary assets such as patents, trademarks, and channel relationships.
According to Aaker, a particularly important concept for building brand equity is brand
identity—the unique set of brand associations that represent what the brand stands for and
promises to customers.
As per Aaker, brand identity as consisting of 12 dimensions organized around 4 perspectives:
Brand-as-product (product scope, product attributes, quality/value, uses, users, country of
origin)
Brand-as-organization (organizational attributes, local versus global)
Brand-as-person (brand personality, brand-customer relationships)
Brand-as-symbol (visual imagery/metaphors and brand heritage).
Aaker also conceptualizes brand identity as including a core and an extended identity.
The core identity—the central, timeless essence of the brand—is most likely to remain
constant as the brand travels to new markets and products.
The extended identity includes various brand identity elements, organized into cohesive and
meaningful groups.

BRAND ASSET VALUATOR MODEL(BAV MODEL)
Advertising agency Young and Rubicam (Y&R) developed a model of brand equity called Brand
Asset Valuator (BAV). Based on research with almost 200,000 consumers in 40 countries, BAV
provides comparative measures of the brand equity of thousands of brands across hundreds of
different categories. There are four key components—or pillars— of brand equity, according to
BAV.
Differentiation measures the degree to which a brand is seen as different from others.
Relevance measures the breadth of a brand’s appeal.
Esteem measures how well the brand is regarded and respected.
Knowledge measures how familiar and intimate consumers are with the brand.
Differentiation and Relevance combine to determine Brand Strength. These two pillars point
to the brand’s future value, rather than just reflecting its past. Esteem and Knowledge together
create Brand Stature, which is more of a “report card” on past performance.

Brand Asset Valuator measures the value of a brand where it is created: in people’s hearts and
minds. It provides a diagnostic framework to help the company’s build, leverage, and maintain
their brands. Brands - independent of their product category - develop in a very specific
progression of consumer perceptions.
When building a brand, Differentiation comes first. Then Relevance. Then Esteem and,
ultimately, Knowledge. But the real action takes place in the relationships between these
measures. Managing the relationships between the measures is the key to brand health. The
relationships illustrate a brand's intrinsic value, its ability to generate margin, and its ability to
insulate against competitive substitution.
These measures are used in Brand Asset Valuator
ÿ To evaluate current brand performance
ÿ To identify core issues for the brands
ÿ To evaluate brand potential.
Brands can be evaluated by these individual measures. But more important, the relationships
between these measures, or "pillars", show the true picture of a brand's health, its intrinsic
value, its muscular capacity to carry a premium price and its ability to fend off competitors.
Differentiation measures the strength of the brand's meaning. Consumer choice, brand
essence and potential margin are all driven by Differentiation. It is the ability for a brand to
stand apart from its competitors. A brand should be as unique as possible.
Brand health is built and maintained by offering a set of differentiating promises to consumers
and delivering those promises to leverage value. The starting point for all brands is
differentiation. It defines the brand and distinguishes it from all others. Differentiation is how
brands are born.
As a brand matures, Brand Asset Valuator finds that Differentiation often declines. It doesn't
have to happen. Even after reaching maturity, with good management, a brand can perpetuate
its Differentiation. A low level of Differentiation is a clear warning that a brand is fading.
Relevance measures the personal appropriateness of a brand to consumers and is strongly tied
to household penetration. Relevance alone is not the key to brand success. Rather, Relevance
together with Differentiation form .It is the actual and perceived importance of the brand to a
large consumer market segment.

This gauges the personal appropriateness of a brand to consumers and is strongly tied to
household penetration (the percentage of households that purchase the brand). Differentiation
is only the first step in building a brand. The next step is Relevance. If a brand isn't relevant, or
personally appropriate to consumers, it isn't going to attract and keep them - certainly not in
any great numbers. Brand Asset Valuator shows that there is a distinct correlation between
Relevance and market penetration. Relevance drives franchise size.
Esteem is the perceived quality and consumer perceptions about growing or declining
popularity of a brand. Does the brand keep its promises? The consumer’s response to a
marketers’ brand building activity is driven by his perception of two factors; quality and
popularity, both of which vary by country and culture. Brand Asset Valuator's third primary
measure (or pillar) is Esteem - the extent to which consumers like a brand and hold it in high
regard.
In the progression of building a brand, it follows Differentiation and Relevance. It's the
consumer's response to a marketer's brand-building activity. Esteem is itself driven by two
factors: perceptions of quality and popularity, and the proportions of these factors differ by
country and culture. Brand Asset Valuator tracks the ways in which brands gain Esteem, which
helps us consider how to manage consumer perceptions. Through Brand Asset Valuator, we can
identify opportunities for leveraging a brand's Esteem.
Knowledge is the extent of the consumer’s awareness of the brand and understanding of its
identity. The awareness levels about the brand and what it stands for shows the intimacy that
consumers share with the brand.
True knowledge of the brand comes through brand-building. If a brand has established its
Relevant Differentiation and consumers come to hold it in high Esteem, brand Knowledge is the
outcome and represents the successful culmination of building a brand. Knowledge means
being aware of the brand and understanding what the brand or service stands for. Knowledge is
not a consequence of media weight alone. Spending money against a weak idea will not buy
Knowledge. It has to be achieved.
BRAND STRENGTH = Relevance and Differentiation
Brand Strength, an important indicator of future performance and potential. Relevant
Differentiation is the major challenge for all brands and a leading indicator of brand health. The
relationship between a brand's Relevance and Differentiation represents brand strength, which
is a strong indicator of future performance. Relevant Differentiation - remaining both relevant
and differentiated - is the central challenge of every brand. It is critical for all brands and all
over the world.

BRAND STATURE = Esteem and Knowledge
As Brand Strength was found in the relationship between Relevance and Differentiation, Brand
Stature is discovered in the combination of Esteem and Knowledge. Brand Stature indicates
brand status and scope - the consumers' response to a brand. As such, it reflects current brand
performance and is a strong strategic indicator. For example, Esteem rises before Knowledge
for a growing brand. If rankings show the opposite relationship, a problem may have been
identified The combination of Esteem and Knowledge form Brand Stature , a more traditional
measure that Brand Asset Valuator has determined to be a lagging indicator of brand health.
Brand Development cycle – Strength and weakness as part of the diagnostic process for
managing brands, Y&R plots brands on a “Power Grid” reflecting each brand's Strength and
Stature. The Power Grid sets the strategic process by identifying the strength or weakness of a
brand. On the vertical axis we plot the brand strength - its relevance and differentiation, while
on the horizontal axis, the brand stature -esteem and knowledge.

The Power Grid:
It sets the strategic process by identifying the strength or weakness of the brand
On the vertical axis we plot brand strength, while on horizontal axis the brand stature
Quadrant 1:
Weak brands that could not leverage their strengths.
Quadrant 2:
The true potential of the brand is not being realized. The strategy should be to build the
stature of the brand.
Quadrant 3:
The challenge for the brand here would be to continue being a leader
Quadrant 4:
It spells ‘danger’ for the brand, an indicator of eroding potential.
These brands have failed to maintain relevant Differentiation.
If unattended, their stature will also begin to fall.
Unless steps are taken, these brands will lose esteem and could eventually fade from
consumer’s consciousness

EQUITREND
ÿ Developed by Total Research
ÿ It provides nice contrast to the Y&R Model
ÿ EquiTrend is based on small set of simple yet powerful questions
ÿ Although limited in scope compared to Y&R, it has developed data overtime that greatly
enhance its ability to make judgments about the dynamics of brand equity and its effect
ÿ Its annual survey of 2,000 respondents started with 133 U.S. brands, and by 1995
covered over 700 brands in 100 categories
EquiTrend is based on measures of three brand equity assets:
1) Salience:
The percentage of respondents who have an opinion about the brand
Thus, it goes beyond the more conventional concepts of awareness, recognition, and recall by
demanding that respondents hold opinions
2) Perceived Quality:
It is at the heart of EquiTrend, because it has been found by Total Research to be highly
associated with brands liking, trust, pride, and willingness to recommend
It is essentially the average quality rating among those who had an opinion about the brand
Quality is measured using 11-point scale ranges from “outstanding” to “unacceptable”
3) User satisfaction:
It is the average quality rating a brand receives among the consumers who use the brand most
often.
It provides look at the strength of brands within their user base.
One problem with measuring user satisfaction is that some brands, such as Mercedes, have
such a small incidence of usage that a national sample becomes inadequate to estimate user
satisfaction.

Brand Resonance Model:
The brand resonance model also views brand building as an ascending, sequential series of
steps, from bottom to top.
The steps are as below:
ÿ Ensuring identification of the brand with customers and an association of the brand in
customers’ minds with a specific product class or customer need
ÿ Establishing the totality of brand meaning in the minds of customers by strategically
linking a host of tangible and intangible brand associations
ÿ Eliciting the proper customer responses in terms of brand-related judgment and
feelings
ÿ Converting brand response to create an intense, active loyalty relationship between
customers and the brand.
According to this model, enacting the four steps involves establishing six “brand building
blocks” with customers. These brand building blocks can be assembled in terms of a brand
pyramid. The model emphasizes the duality of brands—the rational route to brand building is
the left-hand side of the pyramid, whereas the emotional route is the right-hand side.
MasterCard is an example of a brand with duality, as it emphasizes both the rational advantage
to the credit card, through its acceptance at establishments worldwide, and the emotional
advantage through its award-winning “priceless” advertising campaign, which shows people
buying items to reach a certain goal.
The goal itself—a feeling, an accomplishment, or other intangible—is “priceless” (“There are
some things money can’t buy, for everything else, there’s MasterCard.”).

The creation of significant brand equity involves reaching the top or pinnacle of the brand
pyramid, and will occur only if the right building blocks are put into place.
Brand salience relates to how often and easily the brand is evoked under various purchase or
consumption situations.
Brand performance relates to how the product or service meets customers’ functional needs.
Brand imagery deals with the extrinsic properties of the product or service, including the ways
in which the brand attempts to meet customers’ psychological or social needs.
Brand judgments focus on customers’ own personal opinions and evaluations.
Brand feelings are customers’ emotional responses and reactions with respect to the brand.
Brand resonance refers to the nature of the relationship that customers have with the brand
and the extent to which customers feel that they are “in sync” with the brand.
Resonance is characterized in terms of the intensity or depth of the psychological bond
customers have with the brand, as well as the level of activity engendered by this loyalty.
Examples of brands with high resonance include Harley-Davidson, Apple, and eBay.

INTERBRAND MODEL:
Inter brand, a UK based branding consulting company, used a very different approach to
identify the strongest brand in the world
It is a set of criteria, chosen subjectively, included the business prospects of the brand and the
brand’s market environment, as well as consumer perceptions
500 brands were evaluated based on seven criteria
1) Leadership:
A brand that leads its market sector is more stable and powerful than the second, third, fourth
This criterion reflects economies of scale for the first-place brand in communication and
distribution, as well as the problems that also brands have in maintaining distribution and
avoiding price erosion
2) Stability:
Long-lived brands with identities that have become part of the fabric of the market and even
the culture are particularly powerful and valuable
3) Market Conditions:
Brand is more vulnerable when they are in the markets with growing or stable sales levels and a
price structure in which successful firms can be profitable
4) International:
Brands that are international are more valuable than national or regional brands, in part
because of the economies of sale
The broader the market scope for the brand, the more valuable it is; a national brand is worth
more than a regional brand
5) Trend:
The overall long-term trend of the brand in terms of sales can be expected to reflect the future
prospect
A healthy growing brand indicates that it remains contemporary and relevant to the customers

6) Support:
Brands that have received consistent investment and focused support are regarded as stronger
than those that have not
However, the quality of the support should be considered along with the level of support
7) Protection:
The strength and the breadth of a brand’s legal trademark protection is critical to the brand’s
strength
BRANDZ MODEL
Developed by: Millward Brown and WPP
Marketing research consultants Millward Brown and WPP have developed the BRANDZ model
of brand strength, at the heart of which is the Brand Dynamics pyramid. According to this
model, brand building involves a sequential series of steps, where each step is contingent upon
successfully accomplishing the previous step. The objectives at each step, in ascending order,
are as follows:
Presence. Do I know about it? Active familiarity based on past trial, saliency or knowledge of
brand promise
Relevance. Does it offer me something? Relevant to consumer’s needs, in the right price range
or in consideration set
Performance. Can it deliver? Felt to deliver acceptable product performance and is on the
consumer’s short-list
Advantage. Does it offer something better than others? Felt to have an emotional or rational
advantage over other brands in the category
Bonding. Nothing else beats it. Rational and emotional attachments to the brand to the
exclusion of most other brands
Research has shown that bonded consumers, those at the top level of the pyramid, build
stronger relationships with the brand and spend more of their category expenditures on the
brand than those at lower levels of the pyramid. More consumers, however, will be found at
the lower levels. The challenge for marketers is to develop activities and programs that help
consumers move up the pyramid.

ICICI BANK
ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial institution, and
was its wholly-owned subsidiary. ICICI Bank is India's largest private sector bank with total
assets of Rs. 6,461.29 billion (US$ 103 billion) at March 31, 2015 and profit after tax Rs. 111.75
billion (US$ 1,788 million) for the year ended March 31, 2015. ICICI Bank currently has a
network of 4,050 Branches and 12,921 ATM's across India. ICICI Bank has been at the forefront
in leveraging technology in banking, through the launch of innovative products and solutions
aimed at making banking more convenient to customers.
The Bank has a multi-channel delivery model in line with its strategy to be present where its
customers are. The Bank offers customers the choice to bank at the channel, time and place of
their preference. The Bank also strives to anticipate the future needs of customers and deliver
those expectations through technology-based solutions. In fiscal 2015, the Bank scaled up its
offerings across various channels – branch, mobile, internet and social media. BrandZ (in
collaboration with WPP and Millward Brown) announced the top 50 most valuable Indian
brands ranking. ICICI Bank was ranked 4th in the list with a brand value of $5,122 million.
Brand Evolution
ICICI is well known from its service that it is forefront in offering functional convenience
because of its aggressive expansion. However ICICI Bank’s scramble for growth brought
challenges as well. There was twice a run on ICICI savings accounts on rumors of inadequate
cash. The RBI and the Finance Minister had to reassure that ICICI bank was adequately
capitalized to allay fears of depositors. Thus just as several customers converted to ICICI Bank,
others got worried about its aggressiveness. The current CEO, Chanda Kochchar changed that.
She in fact slowed down and opted for consolidation.
In her leadership, ICICI would seek to retain all the early adjectives associated with the brand
like young and dynamic. But the word “aggressive” was dropped. Therefore the growth of ICICI
cannot be explained by emotional benefits. If anything its meteoric rise led to emotional
discomfort. Therefore customers are opting for private banks like ICICI more for convenience
than anything else.
Brand Philosophy
ICICI Bank believes that trademark customer experience differentiates a bank from competitors
offering the same products and services. They wanted their service levels to be better than the
expectations that are built through marketing and advertising, because only then will people
start talking about their services.

The bank wants to touch customers in many ways (insurance, banking, mortgage financing,
retirement planning), and through various channels (branch, online, direct mail, telephone etc).
Their main motive is to catch customers young. Target audience must be youngsters in their
twenties with whom it can establish a lifelong.
Brand-Building
Exercise ICICI Bank ran a campaign in the print media for educating the ordinary investor;
weekly investment articles were published in all major dailies. Amitabh Bachchan is their
national brand ambassador while Sharukh Khan is their global brand ambassador.
ICICI Bank launched ‘Umbrella’ campaign: Conveyed values of safety, security, and shield
against calamities for investors (positioning the brand so as to communicate the value
proposition). ICICI came up with something simple and surprising “Khayal Aapka”.The
campaign stays away from yelling from the rooftops about features and lets the visuals and
story take over. The campaign is kicking off the new reward program and there are many more
touch-points like print, out of home and in-bank education that would detail it further. ICICI
Bank promises to take care of customers at home, with Tab Banking. Unified and new group
identity for ICICI has been the focus of their branding strategy single brand architecture).
Quantitative Survey Analysis
The variables measured in this survey include usage, consideration, differentiation, relevance,
esteem, knowledge of the brands. Measuring the brand image of ICICI Bank in comparisons to other
comparable banks.
Brands:
HDFC Bank,
Axis Bank,
State Bank of India (SBI)
Usage
The percentage of respondents who use the brand occasionally or often. Almost 50% of the
participants have never used ICICI Bank.

The Frequency of the usage was as follows:
Regularly Used: 4%
Rarely Used: 10%
Often Used: 12%
Moderately Used: 14%
Never Used: 21%
Consideration:
The percentage of respondents who indicate that this is the brand, or one of the several brands
they would consider to buy or use. This data was collected from only those respondents who
have never used the respective brands. Almost 60% of the respondents who have never used
ICICI Bank may use its services. For SBI the number of non-users was very low which gave
some unrealistic figures.
HDFC BANK :
The one I’d prefer to buy or use: 29.41%
One of several I’d consider: 38.24%
I’d only consider if no convenient alternative: 20.59%
I’d never buy or use: 11.76%
ICICI BANK :

AXIS BANK :
SBI BANK :
The one I’d prefer to buy or use: 25%
One of several I’d consider: 75%
Differentiation and Relevance
This Y&R BAV pillar captures the extent to which the brand is perceived as differentiated from
other brands. It is measured through items stating whether the brand is different, distinctive
and unique. Different captures the ability of an offering to stand out from its competition.
Difference can either be positive or negative, liked or disliked.
Uniqueness tends to reflect a brand’s essence, beliefs, and personality. Uniqueness is highly
correlated to a brand’s originality and authenticity. Distinctiveness is about a brand’s prestige
and its pricing power. Distinctiveness captures the brand’s ability to command a premium price
its ‘worthiness.’ Relevance was captured by asking the question "How appropriate is the
brand for you personally?"
Obtaining differentiation score by using simple average of the scores (on a scale of 0 to 10)
given by each respondent for the difference, uniqueness & distinctiveness of the brand.
While the relevance score was computed on a scale of 0 to 5.
DF=Different
DI=Distinct
U=Unique
R=Relevance
D=Differentiation
Eq 1 => D = (0.33) DF + (0.33)DI + (0.33)U

It was observed that that SBI being a government bank has scored high in relevance while all
the other private sector banks scored low. Relative to other private sector banks ICICI Bank is
high on relevance and differentiation. This shows that the ICICI bank has the ability to enjoy a
price premium and has established a good connection with the people.
Esteem & Knowledge
Esteem captures the extent to which people hold a brand in high esteem. It is measured through
items asking about the regard, popularity and quality of the brand. Knowledge indicates the
level of intimate understanding of the brand
The esteem for the brand was the average derived from the score (on the scale of 0 to 10) of
respondents based owns their own experience, their family/relatives/friends experience and
how much they respect the brand. While the score of knowledge was obtained by giving
different weight ages to different question asked.
Compared to other banks, ICICI Bank has higher knowledge but lower esteem. SBI enjoys a
very comfortable position in this grid.
Stature and Strength
For ICICI Bank Brand Strength is bit low while the brand stature is high. Penetration is the
most important factor which can turn the table for the brand.

HARLEY DAVIDSON
Harley-Davidson is one of the leading companies when talking about heavyweight motorcycles,
motorcycle parts, accessories and apparel. (DATAMONITOR, 2011a) Harley mainly operates in
the US where it has a market share of over 50% and employs about 6,900 people. In 2010, the
company sold more than 130,000 motorcycles in the USA and almost 80,000 motorcycles
worldwide.
Furthermore, Harley-Davidson is one of the strongest brands in the world with a very high level
of brand recall. Originally created to avoid bankruptcy, the Harley-Davidson community today
counts more than 1 million members worldwide. (FOURNIER, Susan and Lee, Lara, 2009)
Customers are not only buying a motorcycle, they are buying “the Harley-experience”.
However, Harley-Davidson cannot count on baby boomers forever to sell its products. The
typical HD-consumer is in its late 40s or older, not far from the group that buys Buicks. (ALIANO,
Alyson, 2005) In order to appeal younger consumers, Harley-Davidson will have to adapt its
strategy
The BAV is built on four pillars which diagnose the strength of the brand and the brand stature
or emotional capital. These four pillars are: differentiation, relevance, esteem and knowledge.
The difference with other models is that BAV measures how well a brand performs vs. the other
brands in BAV
All these factors together help to build the BAV power grid. With help of this power grid, a
brand’s strengths and weaknesses- as well as its growth prospects can be mapped out. (YOUNG
& RUBICAM, 2010).

Harley Davidson is a typical example of a brand with a high level of differentiation, combined
with a lower level of relevance. On the other side, the knowledge of the brand is quite high
while the brand-esteem is not that big. Therefore, Harley-Davidson fits in the decline section of
the BAV power grid. It is still a strong brand, but the fundamentals on which the brand has been
built, start to erode.
According to Young & Rubicam, a brand has room to grow if differentiation is bigger than
relevance. This is the case for Harley Davidson. The other way round means that the analysed
brand is a commodity brand such as Minute Maid.

RECOMMENDATIONS
Recommendation 1:
If Harley-Davidson wants to appeal to young people, it has to keep it real and it has to stay true
to itself.
SELF-IDENTIFICATION WITH THE BRAND
The new generation is stimulus junkies. They have grown up in a society where advertising and
stimuli are omnipresent. They know advertising is there to sell products but they couldn’t be
bothered less about it. Content is king but they have more trust in people than ever. Friends
help this generation decide what to buy and employees or shop personnel are key to sell
products. Brands that appeal to this generation use social media and don’t push their messages
but engage the new consumer by offering him control.
Recommendation 2:
Harley-Davidson has to engage with young people through social media and offer them the
power to become brand ambassadors. Harley-Davidson has to friend its consumers.
UNIQUENESS
Another thing that is very important for branding to young people is uniqueness. In order to
appeal to young people, brands have to be unique, that is, they need to position themselves
with a unique brand DNA or brand identity. Furthermore, this complies with Aaker’s model
because it is all about brand perception. In order to make this work, a consistent positioning
through the years is indispensable. A brand that is doing very well in this area is Lynx which has
been using the same brand mantra for decades: “helping man to attract women”.
Recommendation 3:
Harley-Davidson has to stick to its brand positioning and brand DNA. Trying to change this
identity will damage the brand.
BRAND LEVERAGE
“If generation Years highly rate your brand on each element, your brand image will improve
and they will talk about your brand which will have a positive effect on your brand strength
(brand leverage)” (VAN DEN BERGH, Joeri, 2011)

Recommendation 4:
Stick with Van den Bergh’s CRUSH-model and keep the Harley-Davidson brand and
communication Cool, Real, Unique, Self-identifiable and Happy.
QUALITY
The product quality of Harley-Davidson is one of its weaknesses. This will have to be fixed.
Recommendation 5:
If Harley-Davidson wants to keep high brand equity, it will have to improve the quality of its
products.
BRAND MANAGEMENT EXTENSION
If the brand wants to stay relevant for every consumer, Harley-Davidson will have to develop
marketing programmes for every life stage of the consumer. New consumers and old
consumers both have a different depth of relationship with the brand but both need tailored
communication plans.
Recommendation 6:
Apply Kapferer’s model for brand management extension and adapt marketing programmes to
different consumer life stages.

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