The document discusses ways that brands can leverage secondary associations to build brand equity. It describes how brands can form secondary associations through company branding strategies, country of origin, distribution channels, co-branding, ingredient branding, licensing, celebrity endorsements, sponsoring events, and other third-party sources. Developing these secondary associations can increase brand awareness and strengthen the favorability and meaningfulness of brand associations. The document also discusses tools for measuring sources of brand equity, including qualitative research techniques like free associations and projective techniques, and quantitative measures like awareness, image, brand responses, and brand relationships.
This document discusses how brands can leverage secondary associations to build brand equity. It describes several tools for creating secondary associations including co-branding, ingredient branding, licensing, celebrity endorsements, sponsoring events, and highlighting third-party sources. While these techniques can help increase awareness and transfer favorable meanings, they also carry risks like loss of control, brand dilution, or negative celebrity actions.
This document discusses the development of a brand equity measurement and management system. It outlines a brand value chain approach for assessing how marketing investments create brand value at different stages from program implementation to customer mindset to market performance to shareholder value. Multipliers are described that influence how value moves through these stages. The document also provides details on how to design brand tracking studies, develop a brand equity charter and reports, and establish organizational responsibilities to manage brand equity over time.
The document discusses criteria for choosing effective brand elements to build brand equity: memorability, meaningfulness, likability, transferability, adaptability, and protectability. It provides examples of common brand elements like names, URLs, logos, characters, slogans, and packaging that can enhance brand awareness and associations. Choosing cohesive elements that meet the criteria can create a strong brand identity that supports marketing efforts to build customer-based brand equity.
This document discusses various methods for measuring brand equity and valuing brands, including comparative, holistic, and valuation approaches. Comparative approaches examine consumer responses based on changes in brand identification or marketing programs. Holistic methods attempt to place an overall value on the brand through residual or valuation techniques. Valuation approaches determine the financial value of a brand for purposes like mergers and acquisitions. Specific valuation models are also described, like Interbrand's five-step process involving market segmentation, financial analysis, demand analysis, and discounting forecasted brand earnings.
This document discusses qualitative and quantitative techniques for measuring sources of brand equity by capturing customer mindsets. It describes methods like free association, projective techniques, ZMET (Zaltman Metaphor Elicitation Technique), assessing brand personality and values, experiential research, awareness, image, brand responses, and brand relationships. Comprehensive models for measuring customer-based brand equity are also outlined, including the Brand Dynamics model and Equity Engines model. The overall aim is to understand customers' perceptions, feelings, and relationships with a brand through various research methods.
1. The document discusses integrating marketing communications to build brand equity. It provides an overview of various marketing communication options including advertising, promotions, event marketing, public relations, personal selling, and integrated marketing communications.
2. It describes the ideal advertising campaign and categories of advertising. It also discusses promotions, event marketing and sponsorship, public relations and publicity, and personal selling.
3. The document emphasizes developing integrated marketing communications programs through evaluating communication options, determining optimal mixes, and guidelines for effective marketing communications.
This document discusses branding strategies and brand architecture. It defines key concepts like branding strategy, brand-product matrix, brand hierarchy, and brand portfolio. It explains how to design an effective brand portfolio that maximizes market coverage while minimizing brand overlap. The roles of different brands in a portfolio are discussed. Guidelines are provided for developing an effective brand hierarchy and making decisions about brand architecture. The importance of corporate branding and cause marketing for building brand equity is also covered.
This document provides an overview of brands and brand management. It defines what a brand is, distinguishes brands from products, and explains the five levels of meaning for a product. It discusses why brands are important for both consumers and firms, how brands can reduce risks in product decisions. The document also outlines the source of brand strength, challenges and opportunities in branding, and introduces the concept of brand equity and strategic brand management.
This document discusses how brands can leverage secondary associations to build brand equity. It describes several tools for creating secondary associations including co-branding, ingredient branding, licensing, celebrity endorsements, sponsoring events, and highlighting third-party sources. While these techniques can help increase awareness and transfer favorable meanings, they also carry risks like loss of control, brand dilution, or negative celebrity actions.
This document discusses the development of a brand equity measurement and management system. It outlines a brand value chain approach for assessing how marketing investments create brand value at different stages from program implementation to customer mindset to market performance to shareholder value. Multipliers are described that influence how value moves through these stages. The document also provides details on how to design brand tracking studies, develop a brand equity charter and reports, and establish organizational responsibilities to manage brand equity over time.
The document discusses criteria for choosing effective brand elements to build brand equity: memorability, meaningfulness, likability, transferability, adaptability, and protectability. It provides examples of common brand elements like names, URLs, logos, characters, slogans, and packaging that can enhance brand awareness and associations. Choosing cohesive elements that meet the criteria can create a strong brand identity that supports marketing efforts to build customer-based brand equity.
This document discusses various methods for measuring brand equity and valuing brands, including comparative, holistic, and valuation approaches. Comparative approaches examine consumer responses based on changes in brand identification or marketing programs. Holistic methods attempt to place an overall value on the brand through residual or valuation techniques. Valuation approaches determine the financial value of a brand for purposes like mergers and acquisitions. Specific valuation models are also described, like Interbrand's five-step process involving market segmentation, financial analysis, demand analysis, and discounting forecasted brand earnings.
This document discusses qualitative and quantitative techniques for measuring sources of brand equity by capturing customer mindsets. It describes methods like free association, projective techniques, ZMET (Zaltman Metaphor Elicitation Technique), assessing brand personality and values, experiential research, awareness, image, brand responses, and brand relationships. Comprehensive models for measuring customer-based brand equity are also outlined, including the Brand Dynamics model and Equity Engines model. The overall aim is to understand customers' perceptions, feelings, and relationships with a brand through various research methods.
1. The document discusses integrating marketing communications to build brand equity. It provides an overview of various marketing communication options including advertising, promotions, event marketing, public relations, personal selling, and integrated marketing communications.
2. It describes the ideal advertising campaign and categories of advertising. It also discusses promotions, event marketing and sponsorship, public relations and publicity, and personal selling.
3. The document emphasizes developing integrated marketing communications programs through evaluating communication options, determining optimal mixes, and guidelines for effective marketing communications.
This document discusses branding strategies and brand architecture. It defines key concepts like branding strategy, brand-product matrix, brand hierarchy, and brand portfolio. It explains how to design an effective brand portfolio that maximizes market coverage while minimizing brand overlap. The roles of different brands in a portfolio are discussed. Guidelines are provided for developing an effective brand hierarchy and making decisions about brand architecture. The importance of corporate branding and cause marketing for building brand equity is also covered.
This document provides an overview of brands and brand management. It defines what a brand is, distinguishes brands from products, and explains the five levels of meaning for a product. It discusses why brands are important for both consumers and firms, how brands can reduce risks in product decisions. The document also outlines the source of brand strength, challenges and opportunities in branding, and introduces the concept of brand equity and strategic brand management.
Developing a brand equity measurement and management systemYogesh Kakra
This document discusses developing a brand equity measurement and management system. It presents the brand value chain as a structured approach to assessing how marketing activities create brand value by influencing customer mindsets, market performance, and shareholder value. Key aspects of the system include conducting brand audits, developing brand tracking procedures, and designing a brand equity management system to provide timely insights for strategic decision making. Factors that influence brand value at different stages are discussed, along with considerations for designing effective brand tracking studies.
This document provides an overview of brands and brand management. It defines a brand as a name, symbol or design that identifies a seller's goods/services and differentiates them from competitors according to the American Marketing Association. Brands are valuable to both consumers and firms. For consumers, brands reduce risk, search costs and act as promises or pacts with producers. For firms, brands are valuable legal properties that can influence consumer behavior and provide sustained revenues. Strong brands create competitive advantages through product performance or other non-product means. The document discusses branding challenges and opportunities in today's marketplace and introduces the concept of brand equity and strategic brand management.
DESIGNING AND IMPLEMENTING BRANDING STRATEGIESAvinash Singh
This document discusses branding strategies and brand architecture. It defines key concepts like branding strategy, brand-product matrix, brand hierarchy, and brand portfolio. It explains how to design an effective brand portfolio that maximizes market coverage while minimizing brand overlap. The roles of different brands in a portfolio are discussed. Guidelines are provided for developing brand hierarchies and determining the appropriate number of hierarchy levels. The importance of corporate branding and cause marketing for building brand equity is also covered.
Measuring outcomes of brand equity and designing & implementing branding stra...Neetu Bhuyan
This document discusses methods for measuring brand equity and designing branding strategies. It describes three types of methods for measuring brand equity: comparative, which examine consumer response to brand changes; conjoint analysis, a survey technique to assess brand attributes; and holistic methods that attempt to place an overall value on a brand. It also outlines considerations for branding strategies such as brand architecture, breadth and depth of product lines, building brand equity at different hierarchy levels, and using cause marketing to build brand equity.
This document discusses various methods for measuring brand equity and valuing brands. It outlines comparative methods like blind testing that isolate the brand's value, and marketing-based approaches that examine consumer responses to variations in marketing programs. Conjoint analysis allows assessing relative attribute importance. Holistic methods estimate the brand's unique value using residuals or valuation techniques like Interbrand's five-step process of market segmentation, financial analysis, demand analysis, benchmarking, and discounted cash flow valuation.
The document discusses strategies for measuring brand equity through qualitative and quantitative research techniques. It describes methods like free association, projective techniques, and brand personality assessments that can be used to understand brand associations. It also outlines approaches for measuring awareness, image, brand responses, and brand relationships through surveys. The goal is to capture consumer mindset and understand how branding strategies can build equity at different levels of a brand hierarchy.
This document summarizes guidelines for building, measuring, managing, and strengthening brand equity. It discusses choosing complementary brand elements and marketing activities. Strong brands create formal brand measurement, continually monitor equity sources, and align internal and external brand management to fulfill consumer expectations. Achieving marketing balance through alternate, divide, or finesse approaches will be key for successful 21st century brands.
The document discusses introducing and evaluating brand extensions. It defines brand extensions as using an established brand name for a new product. Successful extensions create similarities and differences in the new category, enhance the parent brand, and maximize advantages while minimizing disadvantages. Extensions should be evaluated based on consumer knowledge of the brand and fit between the extension and parent brand's associations. The marketing program and impact on parent brand equity should also be considered.
The document discusses key tools for a brand equity management system:
1) A brand equity charter formally defines the company's view of brand equity and provides guidelines for marketing managers.
2) A brand equity report measures brand equity through tracking studies.
3) Brand equity responsibilities outline how marketing programs should develop brands through tactics like ad criteria and trademark usage.
MEASURING OUTCOMES OF BRAND EQUITY: CAPURING MARKET PERFORMANCEAvinash Singh
This document discusses various methods for measuring brand equity and valuing brands, including comparative, holistic, and valuation approaches. Comparative methods examine consumer responses to changes in branding versus marketing elements. Holistic methods attempt to place an overall utility or financial value on a brand. Valuation approaches develop brand values for accounting purposes, such as acquisitions, using cost, market, or income methods. Specific techniques include residual analysis, Interbrand's five-step process, and accounting for goodwill and intangible assets.
The document discusses tools and objectives for building customer-based brand equity including choosing brand elements, developing marketing programs, and leveraging secondary brand associations. It also discusses how marketing investments can create brand equity that leads to greater customer loyalty, pricing power, and shareholder value through increased awareness, stronger associations, and better market performance. Regular brand tracking and an equity management system are recommended to measure and improve brand equity over time.
This document discusses managing brands across geographic boundaries and market segments. It addresses regionalization as an important trend for more focused targeting, while noting potential drawbacks like increased costs. Other segments discussed include age, ethnicity, and culture. Building a global brand requires understanding differences in various markets while maintaining a consistent brand image and leveraging ideas across regions. Success requires balancing standardization with customization and global versus local control.
The document provides an overview of branding and marketing promotion strategies. It discusses key concepts like brand equity, customer-based brand equity, brand positioning, choosing brand elements, and designing marketing programs to build brand equity. It also covers leveraging secondary brand knowledge, developing brand equity measurement systems, and establishing brand equity management systems. The overall purpose is to explain the strategic brand management process.
The document discusses key aspects of sales management including:
1. Calculating gross margin and net profit from sales figures.
2. Setting sales objectives that align with broader corporate goals and developing strategies and tactics to achieve these objectives such as targeting specific customers or products.
3. Organizing the sales team and determining the optimal sales structure, compensation plans, and approaches for activities like introducing new products.
The overall focus is on planning sales activities, setting objectives, and organizing the sales force to execute strategies and meet targets in an effective manner.
Measuring outcomes of brand equity
Content Extracted from “Strategic Brand Management” 3rd Edition
Authors: Kevin Lane Keller
M.G. Parameswaran
Issac Jacob
Presentation developed from SLIM Diploma In Brand Management Students
Presentation developed by Leroy J. Ebert (25th April 2014)
1) The chapter discusses integrating marketing communications such as advertising, promotions, sponsorships, public relations, and personal selling to build brand equity.
2) An effective marketing communications program evaluates different communication options to determine the optimal mix based on factors like audience reach, cost, contribution to brand equity, and complementarity between options.
3) Guidelines for marketing communications include taking an analytical and curious approach, focusing messages on target markets, reinforcing messages across communications, and taking a long-term view of communication effectiveness.
This document provides a summary of the leading UK educational resource tutor2u. It states that tutor2u is the leading UK resource for Business, Economics, ICT and Politics and provides both free and subscription-based resources that can be accessed on their website at http://www.tutor2u.net.
DEVELOPING A BRAND EQUITY MEASUREMENT AND MANAGEMENT SYSTEMAvinash Singh
This document discusses the development of a brand equity measurement and management system. It outlines a brand value chain approach for assessing how marketing investments create brand value at different stages from program implementation to customer mindset to market performance to shareholder value. Multipliers are described that influence how value moves through these stages. The document also provides details on how to design brand tracking studies, develop a brand equity charter and reports, and establish organizational responsibilities to manage brand equity over time.
This document discusses developing a brand equity measurement and management system. It describes a brand value chain approach for assessing how marketing activities create brand value across stages from investment to shareholder value. Multipliers like program quality, customer, and market can strengthen or weaken these relationships. The document also outlines key components of a brand equity measurement system including brand tracking studies, an equity charter defining the brand, equity reports analyzing performance, and organizational responsibilities to maximize long-term brand equity.
Developing a brand equity measurement and management systemYogesh Kakra
This document discusses developing a brand equity measurement and management system. It presents the brand value chain as a structured approach to assessing how marketing activities create brand value by influencing customer mindsets, market performance, and shareholder value. Key aspects of the system include conducting brand audits, developing brand tracking procedures, and designing a brand equity management system to provide timely insights for strategic decision making. Factors that influence brand value at different stages are discussed, along with considerations for designing effective brand tracking studies.
This document provides an overview of brands and brand management. It defines a brand as a name, symbol or design that identifies a seller's goods/services and differentiates them from competitors according to the American Marketing Association. Brands are valuable to both consumers and firms. For consumers, brands reduce risk, search costs and act as promises or pacts with producers. For firms, brands are valuable legal properties that can influence consumer behavior and provide sustained revenues. Strong brands create competitive advantages through product performance or other non-product means. The document discusses branding challenges and opportunities in today's marketplace and introduces the concept of brand equity and strategic brand management.
DESIGNING AND IMPLEMENTING BRANDING STRATEGIESAvinash Singh
This document discusses branding strategies and brand architecture. It defines key concepts like branding strategy, brand-product matrix, brand hierarchy, and brand portfolio. It explains how to design an effective brand portfolio that maximizes market coverage while minimizing brand overlap. The roles of different brands in a portfolio are discussed. Guidelines are provided for developing brand hierarchies and determining the appropriate number of hierarchy levels. The importance of corporate branding and cause marketing for building brand equity is also covered.
Measuring outcomes of brand equity and designing & implementing branding stra...Neetu Bhuyan
This document discusses methods for measuring brand equity and designing branding strategies. It describes three types of methods for measuring brand equity: comparative, which examine consumer response to brand changes; conjoint analysis, a survey technique to assess brand attributes; and holistic methods that attempt to place an overall value on a brand. It also outlines considerations for branding strategies such as brand architecture, breadth and depth of product lines, building brand equity at different hierarchy levels, and using cause marketing to build brand equity.
This document discusses various methods for measuring brand equity and valuing brands. It outlines comparative methods like blind testing that isolate the brand's value, and marketing-based approaches that examine consumer responses to variations in marketing programs. Conjoint analysis allows assessing relative attribute importance. Holistic methods estimate the brand's unique value using residuals or valuation techniques like Interbrand's five-step process of market segmentation, financial analysis, demand analysis, benchmarking, and discounted cash flow valuation.
The document discusses strategies for measuring brand equity through qualitative and quantitative research techniques. It describes methods like free association, projective techniques, and brand personality assessments that can be used to understand brand associations. It also outlines approaches for measuring awareness, image, brand responses, and brand relationships through surveys. The goal is to capture consumer mindset and understand how branding strategies can build equity at different levels of a brand hierarchy.
This document summarizes guidelines for building, measuring, managing, and strengthening brand equity. It discusses choosing complementary brand elements and marketing activities. Strong brands create formal brand measurement, continually monitor equity sources, and align internal and external brand management to fulfill consumer expectations. Achieving marketing balance through alternate, divide, or finesse approaches will be key for successful 21st century brands.
The document discusses introducing and evaluating brand extensions. It defines brand extensions as using an established brand name for a new product. Successful extensions create similarities and differences in the new category, enhance the parent brand, and maximize advantages while minimizing disadvantages. Extensions should be evaluated based on consumer knowledge of the brand and fit between the extension and parent brand's associations. The marketing program and impact on parent brand equity should also be considered.
The document discusses key tools for a brand equity management system:
1) A brand equity charter formally defines the company's view of brand equity and provides guidelines for marketing managers.
2) A brand equity report measures brand equity through tracking studies.
3) Brand equity responsibilities outline how marketing programs should develop brands through tactics like ad criteria and trademark usage.
MEASURING OUTCOMES OF BRAND EQUITY: CAPURING MARKET PERFORMANCEAvinash Singh
This document discusses various methods for measuring brand equity and valuing brands, including comparative, holistic, and valuation approaches. Comparative methods examine consumer responses to changes in branding versus marketing elements. Holistic methods attempt to place an overall utility or financial value on a brand. Valuation approaches develop brand values for accounting purposes, such as acquisitions, using cost, market, or income methods. Specific techniques include residual analysis, Interbrand's five-step process, and accounting for goodwill and intangible assets.
The document discusses tools and objectives for building customer-based brand equity including choosing brand elements, developing marketing programs, and leveraging secondary brand associations. It also discusses how marketing investments can create brand equity that leads to greater customer loyalty, pricing power, and shareholder value through increased awareness, stronger associations, and better market performance. Regular brand tracking and an equity management system are recommended to measure and improve brand equity over time.
This document discusses managing brands across geographic boundaries and market segments. It addresses regionalization as an important trend for more focused targeting, while noting potential drawbacks like increased costs. Other segments discussed include age, ethnicity, and culture. Building a global brand requires understanding differences in various markets while maintaining a consistent brand image and leveraging ideas across regions. Success requires balancing standardization with customization and global versus local control.
The document provides an overview of branding and marketing promotion strategies. It discusses key concepts like brand equity, customer-based brand equity, brand positioning, choosing brand elements, and designing marketing programs to build brand equity. It also covers leveraging secondary brand knowledge, developing brand equity measurement systems, and establishing brand equity management systems. The overall purpose is to explain the strategic brand management process.
The document discusses key aspects of sales management including:
1. Calculating gross margin and net profit from sales figures.
2. Setting sales objectives that align with broader corporate goals and developing strategies and tactics to achieve these objectives such as targeting specific customers or products.
3. Organizing the sales team and determining the optimal sales structure, compensation plans, and approaches for activities like introducing new products.
The overall focus is on planning sales activities, setting objectives, and organizing the sales force to execute strategies and meet targets in an effective manner.
Measuring outcomes of brand equity
Content Extracted from “Strategic Brand Management” 3rd Edition
Authors: Kevin Lane Keller
M.G. Parameswaran
Issac Jacob
Presentation developed from SLIM Diploma In Brand Management Students
Presentation developed by Leroy J. Ebert (25th April 2014)
1) The chapter discusses integrating marketing communications such as advertising, promotions, sponsorships, public relations, and personal selling to build brand equity.
2) An effective marketing communications program evaluates different communication options to determine the optimal mix based on factors like audience reach, cost, contribution to brand equity, and complementarity between options.
3) Guidelines for marketing communications include taking an analytical and curious approach, focusing messages on target markets, reinforcing messages across communications, and taking a long-term view of communication effectiveness.
This document provides a summary of the leading UK educational resource tutor2u. It states that tutor2u is the leading UK resource for Business, Economics, ICT and Politics and provides both free and subscription-based resources that can be accessed on their website at http://www.tutor2u.net.
DEVELOPING A BRAND EQUITY MEASUREMENT AND MANAGEMENT SYSTEMAvinash Singh
This document discusses the development of a brand equity measurement and management system. It outlines a brand value chain approach for assessing how marketing investments create brand value at different stages from program implementation to customer mindset to market performance to shareholder value. Multipliers are described that influence how value moves through these stages. The document also provides details on how to design brand tracking studies, develop a brand equity charter and reports, and establish organizational responsibilities to manage brand equity over time.
This document discusses developing a brand equity measurement and management system. It describes a brand value chain approach for assessing how marketing activities create brand value across stages from investment to shareholder value. Multipliers like program quality, customer, and market can strengthen or weaken these relationships. The document also outlines key components of a brand equity measurement system including brand tracking studies, an equity charter defining the brand, equity reports analyzing performance, and organizational responsibilities to maximize long-term brand equity.
Leveraging secondary brand knowledge to build brand equitybharatblalwani
This document discusses how brands can leverage secondary associations to build brand equity. Secondary associations are additional brand meanings and feelings that are linked to other related entities, like the manufacturing company, country of origin, distribution channels, celebrity endorsers, sponsored events, and third-party reviews. Leveraging these secondary associations can increase brand awareness and transfer positive attributes like credibility. However, some risks include losing control over the brand message or diluting the brand's equity. Overall, secondary associations are a tool brands can use to strengthen consumer perceptions through additional points of meaning.
The document discusses how brands create value through brand building. It defines key terms like value, brand, and brand building. It explains that brand equity and business models are the two determinants of value creation. Strong brands can create value for shareholders through price premiums and brand loyalty, and for customers through recognition and perception of benefits associated with the brand. Global brands allow for efficiencies but require homogeneous needs, usage, features/benefits, and visual identity worldwide. Strong brands become valuable assets and top global brands like Coca-Cola have brand values in the tens of billions.
The document discusses brand equity and its measurement. It defines brand equity as the incremental contribution ($) per year obtained by the brand compared to an unbranded product. Brand equity is driven by consumers' increased choice probability for the branded product. The approach measures three sources of brand equity - brand awareness, attribute perceptions, and non-attribute preferences - and how much each contributes to brand equity directly and indirectly through brand availability. Applying this method provides what-if analysis to predict strategies for enhancing brand equity.
LEVERAGING SECONDARY BRAND KNOWLEDGE TO BUILD BRAND EQUITYAshish Hande
The document discusses how brands can leverage secondary associations to build brand equity through various branding tools and strategies. It describes how brands can form secondary associations through co-branding partnerships, ingredient branding, celebrity endorsements, sponsoring events, and highlighting third-party awards/reviews. These secondary associations can help increase brand awareness and transfer favorable attributes, allowing brands to strengthen their image and loyalty among customers. However, brands must carefully select secondary associations to ensure a good fit and avoid potential dilution of their brand equity.
Branding and Brand Positioning / Marketing Management By Kotler KellerChoudhry Asad
This document provides an outline on branding and brand positioning. It defines what a brand and branding are, and lists advantages of strong brands such as improved perceptions, loyalty, margins, and marketing effectiveness. It discusses key aspects of branding including brand elements, equity, strategies, and portfolios. It also covers brand positioning and differentiating a brand through points of parity and points of difference. The document aims to educate on developing and managing brands for optimal market performance and value.
This document is built to understand the scope of online branding in current market, to understand our capabilities and gaps in analytics and propose a business case to build on a framework and its target markets
This document discusses how brands can leverage secondary associations to build brand equity. It defines secondary associations as existing brand associations that are linked to other entities, such as the brand's company, country of origin, distribution channels, or co-branded partners. Leveraging these secondary associations can increase brand awareness and transfer favorable attributes. Specific tactics examined include co-branding, ingredient branding, licensing, celebrity endorsements, event sponsorships, and highlighting reviews from third-party sources. Both advantages and disadvantages are outlined for each tactic.
LEVERAGING SECONDARY BRAND KNOWLEDGE TO BUILD BRAND EQUITYAvinash Singh
This document discusses how brands can leverage secondary brand associations to build brand equity. It defines secondary associations as existing brand associations that are linked to other entities, such as the brand's company, country of origin, distribution channels, or other co-branded brands. Leveraging these secondary associations can increase brand awareness and transfer positive attributes. Specific tactics examined include co-branding, ingredient branding, licensing, celebrity endorsements, sponsoring events, and highlighting reviews from third-party sources. The benefits and challenges of each tactic are also reviewed.
The document discusses guidelines for building, measuring, managing, and strengthening brand equity in the 21st century. It emphasizes the importance of brand elements, marketing programs, formal brand measurement, and aligning internal and external brand management. Strong brands will rise by better understanding consumer needs and creating marketing programs that exceed expectations.
This chapter discusses developing a brand equity measurement and management system. It introduces the brand value chain as a structured approach to assessing how marketing activities create brand value. It also discusses the importance of brand tracking studies, conducting brand audits, and designing a brand equity management system with components like a brand equity charter, brand equity report, and clearly defined brand equity responsibilities. The overall goal is to provide accurate and actionable brand information to guide strategic marketing decisions.
This document provides an overview of strategic brand management. It discusses challenges in building strong brands, analyzing brand performance, and strategies for managing products and brands, including leveraging brands. The key aspects of strategic brand management are establishing brand identity, implementing identity, analyzing brand equity, and managing the brand portfolio to create long-term brand value.
The document discusses various aspects of branding, including the evolution of branding over time, key components of branding like brand equity and brand elements, models for measuring brand equity, and challenges in building brand awareness. It provides examples of how companies develop their brand identity through elements like names, logos, slogans, and positioning strategies. It also outlines the importance of marketing programs and advertising in creating brand value and equity with customers.
Brand Key Performance Indicators as a Force for Brand Equity ManagementBloom Partners GmbH
This document presents a framework for using brand key performance indicators (KPIs) to manage brand equity. It discusses:
1. Linking various dimensions of brand equity like market share, loyalty, and brand attitudes through a measurement system of KPIs.
2. How to set targets for KPIs based on the relationships between dimensions, allowing brands to track performance against financial goals.
3. A case study where this framework helped a telecommunications company better understand brand health across divisions and implement a new, company-wide brand equity management system.
Content needs to be written with one purpose: to be Important. That means that it must anger a response or a attention from the reader. Many companies think that if they create content that fulfills a need or answers a question, they will somehow be compensated with their content being shared by millions.
The document discusses key concepts related to branding including:
1) It defines what a brand is and how branding works to differentiate products and services.
2) It explains what brand equity is and how it is built, measured, and managed to provide added value to products and services.
3) It outlines important decisions in developing a branding strategy such as identifying brand positioning, implementing marketing, and measuring performance.
The chapter discusses key concepts in brand management including defining a brand, the importance of brands for consumers and firms, examples of strong brands, challenges and opportunities in branding, and the strategic brand management process. The strategic process involves 4 steps - identifying brand positioning and values, planning marketing programs, measuring brand performance, and growing brand equity over time. Strong brands create differentiation and value through elements such as vision, persistence, innovation and leveraging of assets.
This document discusses how brands can leverage secondary associations to build brand equity. It defines secondary associations as associations that brands form through relationships with other entities like companies, countries of origin, channels of distribution, other brands, endorsers, events, and third-party sources. These secondary associations can help increase brand awareness and transfer favorable judgments, feelings, and meanings to the brand to increase customer loyalty and marketing effectiveness. The document provides examples of how brands form secondary associations through strategies like co-branding, ingredient branding, licensing, celebrity endorsements, sponsoring events, and highlighting reviews from credible third parties.
2. 7.2
Figure 2-9 Building Customer-Based Brand Equity
BRAND BUILDING TOOLS AND OBJECTIVES CONSUMER KNOWLEDGE EFFECTS BRANDING BENEFITS
Choosing Brand Elements
Brand name Memorability
Logo Meaningfulness
Symbol Appeal
Character Transferability
Packaging Adaptability
Slogan Protectability
Developing Marketing Programs
Product Tangible and intangible benefits
Price Value perceptions
Distribution channels Integrate”push” and “pull”
Communications Mix and match options
Leverage of Secondary Associations
Company
Country of origin
Channel of distribution
Other brands
Endorsor
Event
Awareness
Meaningfulness
Transferability
Possible Outcomes
Greater loyalty
Less vulnerability to competitive
marketing actions and crises
Larger margins
More elastic response to price
decreases
More inelastic response to price
increases
Greater trade cooperation and
support
Increased marketing communication
efficiency and effectiveness
Possible licensing opportunities
More favorable brand extension
evaluations
Brand Awareness
Depth
Breadth
Recall
Recognition
Purchase
Consumption
Brand Associations
Strong
Favorable
Unique
Relevance
Consistency
Desirable
Deliverable
Point-of-parity
Point-of-difference
3. 7.3
Leveraging Secondary AssociationsLeveraging Secondary Associations
Creation of new brand associationsCreation of new brand associations
Effects on existing brand knowledgeEffects on existing brand knowledge
Awareness and knowledge of the entityAwareness and knowledge of the entity
Meaningfulness of the knowledge of the entityMeaningfulness of the knowledge of the entity
Transferability of the knowledge of the entityTransferability of the knowledge of the entity
4. 7.4
Leveraging Secondary AssociationsLeveraging Secondary Associations
Brand associations may themselves be linked to otherBrand associations may themselves be linked to other
entities, creating secondary associations:entities, creating secondary associations:
Company (through branding strategies)Company (through branding strategies)
Country of origin (through identification of product origin)Country of origin (through identification of product origin)
Channels of distribution (through channels strategy)Channels of distribution (through channels strategy)
Other brands (through co-branding)Other brands (through co-branding)
Special case of co-branding isSpecial case of co-branding is ingredient brandingingredient branding
Characters (through licensing)Characters (through licensing)
Celebrity spokesperson (through endorsement advertising)Celebrity spokesperson (through endorsement advertising)
Events (through sponsorship)Events (through sponsorship)
Other third-party sources (through awards and reviews)Other third-party sources (through awards and reviews)
5. 7.5
Co-BrandingCo-Branding
Occurs when two or more existing brands areOccurs when two or more existing brands are
combined into a joint product or are marketedcombined into a joint product or are marketed
together in some fashiontogether in some fashion
Examples:Examples:
Sony EricssonSony Ericsson
6. 7.6
Ingredient BrandingIngredient Branding
A special case of co-branding that involvesA special case of co-branding that involves
creating brand equity for materials,creating brand equity for materials,
components, or parts that are necessarilycomponents, or parts that are necessarily
contained within other branded productscontained within other branded products
Examples:Examples:
Intel insideIntel inside
Carl Zeiss LensCarl Zeiss Lens
7. 7.7
LicensingLicensing
Involves contractual arrangements wherebyInvolves contractual arrangements whereby
firms can use the names, logos, characters, andfirms can use the names, logos, characters, and
so forth of other brands for some fixed feeso forth of other brands for some fixed fee
Examples:Examples:
Entertainment (Star Wars, Jurassic Park, etc.)Entertainment (Star Wars, Jurassic Park, etc.)
Television and cartoon characters (The Simpsons)Television and cartoon characters (The Simpsons)
Designer apparel and accessories (Calvin Klein,Designer apparel and accessories (Calvin Klein,
Pierre Cardin, etc.)Pierre Cardin, etc.)
8. 7.8
Celebrity EndorsementCelebrity Endorsement
Draws attention to the brandDraws attention to the brand
Shapes the perceptions of the brandShapes the perceptions of the brand
Celebrity should have a high level of visibilityCelebrity should have a high level of visibility
and a rich set of useful associations, judgments,and a rich set of useful associations, judgments,
and feelingsand feelings
Q-Ratings to evaluate celebritiesQ-Ratings to evaluate celebrities
9. 7.9
Sporting, Cultural, or Other EventsSporting, Cultural, or Other Events
Sponsored events can contribute to brand equitySponsored events can contribute to brand equity
by becoming associated to the brand andby becoming associated to the brand and
improving brand awareness, adding newimproving brand awareness, adding new
associations, or improving the strength,associations, or improving the strength,
favorability, and uniqueness of existingfavorability, and uniqueness of existing
associations.associations.
The main means by which an event can transferThe main means by which an event can transfer
associations is credibility.associations is credibility.
10. 8.10
DEVELOPING A BRAND EQUITYDEVELOPING A BRAND EQUITY
MEASUREMENT AND MANAGEMENT SYSTEMMEASUREMENT AND MANAGEMENT SYSTEM
11. 8.11
The New AccountabilityThe New Accountability
Virtually every marketing dollar spent todayVirtually every marketing dollar spent today
must be justified as both effective and efficientmust be justified as both effective and efficient
in terms of “return of marketing investment”in terms of “return of marketing investment”
(ROMI).(ROMI).
Some observers believe that up to 70% (or evenSome observers believe that up to 70% (or even
more) of marketing expenditures may bemore) of marketing expenditures may be
devoted to programs and activities that cannotdevoted to programs and activities that cannot
be linked to short-term incremental profits, butbe linked to short-term incremental profits, but
yet can be seen as improving brand equity.yet can be seen as improving brand equity.
12. 8.12
The Brand Value ChainThe Brand Value Chain
Broader perspective than just the CBBE modelBroader perspective than just the CBBE model
The brand value chain is a structured approachThe brand value chain is a structured approach
to assessing the sources and outcomes of brandto assessing the sources and outcomes of brand
equity and the manner by which marketingequity and the manner by which marketing
activities create brand value.activities create brand value.
14. 8.14
Brand Equity Measurement SystemBrand Equity Measurement System
A set of research procedures that is designedA set of research procedures that is designed
to provide timely, accurate, and actionableto provide timely, accurate, and actionable
information for marketers so that they can makeinformation for marketers so that they can make
the best possible tactical decisions in the shortthe best possible tactical decisions in the short
run and strategic decisions in the long runrun and strategic decisions in the long run
15. 8.15
Brand Equity Measurement SystemBrand Equity Measurement System
Conducting brand auditsConducting brand audits
Developing tracking proceduresDeveloping tracking procedures
Designing a brand equity management systemDesigning a brand equity management system
16. 8.16
Designing Brand Tracking StudiesDesigning Brand Tracking Studies
Tracking studies involve information collectedTracking studies involve information collected
from consumers on a routine basis over timefrom consumers on a routine basis over time
Often done on a “continuous” basisOften done on a “continuous” basis
Provide descriptive and diagnostic informationProvide descriptive and diagnostic information
17. 8.17
What to TrackWhat to Track
Customize tracking surveys to address theCustomize tracking surveys to address the
specific issues faced by the brandspecific issues faced by the brand
Product-brand trackingProduct-brand tracking
Corporate or family brand trackingCorporate or family brand tracking
Global trackingGlobal tracking
18. 8.18
How to Conduct Tracking StudiesHow to Conduct Tracking Studies
Who to track (target market)Who to track (target market)
When and where to track (how frequently)When and where to track (how frequently)
How to interpret brand trackingHow to interpret brand tracking
19. 8.19
Brand Equity Management SystemBrand Equity Management System
AA brand equity management systembrand equity management system is a set ofis a set of
organizational processes designed to improveorganizational processes designed to improve
the understanding and use of the brand equitythe understanding and use of the brand equity
concept within a firm:concept within a firm:
Brand equity charterBrand equity charter
Brand equity reportBrand equity report
Brand equity responsibilitiesBrand equity responsibilities
20. 8.20
Brand Equity CharterBrand Equity Charter
Provides general guidelines to marketingProvides general guidelines to marketing
managers within the company as well as keymanagers within the company as well as key
marketing partners outside the companymarketing partners outside the company
Should be updated annuallyShould be updated annually
21. 8.21
Brand Equity Charter ComponentsBrand Equity Charter Components
Define the firm’s view of the brand equityDefine the firm’s view of the brand equity
Describe the scope of the key brandsDescribe the scope of the key brands
Specify actual and desired equity for the brandSpecify actual and desired equity for the brand
Explain how brand equity is measuredExplain how brand equity is measured
Suggest how brand equity should be measuredSuggest how brand equity should be measured
Outline how marketing programs should be devisedOutline how marketing programs should be devised
Specify the proper treatment for the brand in terms ofSpecify the proper treatment for the brand in terms of
trademark usage, packaging, and communicationtrademark usage, packaging, and communication
22. 8.22
Brand Equity ReportBrand Equity Report
Assembles the results of the tracking survey andAssembles the results of the tracking survey and
other relevant performance measuresother relevant performance measures
To be developed monthly, quarterly, or annuallyTo be developed monthly, quarterly, or annually
Provides descriptive information as to what isProvides descriptive information as to what is
happening with the brand as well as diagnostichappening with the brand as well as diagnostic
information on why it is happeninginformation on why it is happening
23. 8.23
Brand Equity ResponsibilitiesBrand Equity Responsibilities
Organizational responsibilities and processesOrganizational responsibilities and processes
that aim to maximize long-term brand equitythat aim to maximize long-term brand equity
Establish position of VP or Director of EquityEstablish position of VP or Director of Equity
Management to oversee implementation of BrandManagement to oversee implementation of Brand
Equity Charter and ReportsEquity Charter and Reports
Ensure that, as much as possible, marketing ofEnsure that, as much as possible, marketing of
the brand is done in a way that reflects the spiritthe brand is done in a way that reflects the spirit
of the charter and the substance of the reportof the charter and the substance of the report
24. 9.24
MEASURING SOURCES OF BRAND EQUITY:MEASURING SOURCES OF BRAND EQUITY:
CAPURING CUSTOMER MINDSETCAPURING CUSTOMER MINDSET
25. 9.25
Qualitative Research TechniquesQualitative Research Techniques
Free associationFree association
What do you like best about the brand? What are itsWhat do you like best about the brand? What are its
positive aspects?positive aspects?
What do you dislike? What are its disadvantages?What do you dislike? What are its disadvantages?
What do you find unique about the brand? How is itWhat do you find unique about the brand? How is it
different from other brands? In what ways is it thedifferent from other brands? In what ways is it the
same?same?
26. 9.26
Free AssociationsFree Associations
LEVI’S
501
High quality, long lasting,
and durable
Blue denim, shrink-to-fit
cotton fabric, button-fly,
two-horse patch,
and small red pocket tag
Feelings of self-confidence
and self-assurance
Comfortable fitting
and relaxing to wear
Honest, classic,
Contemporary, approachable,
independent, and universal
Appropriate for outdoor
work and casual social
situations
Western, American,
blue collar, hard-working,
traditional, strong,
rugged, and masculine
BENEFITS
ATTRIBUTES
Symbolic
Usage ImageryUser Imagery
Brand Personality
Functional
Product-Related
Experiential
27. 9.27
Qualitative Research TechniquesQualitative Research Techniques
Projective techniquesProjective techniques
Diagnostic tools to uncover the true opinions andDiagnostic tools to uncover the true opinions and
feelings of consumers when they are unwilling orfeelings of consumers when they are unwilling or
otherwise unable to express themselves on theseotherwise unable to express themselves on these
mattersmatters
28. 9.28
Projective TechniquesProjective Techniques
Consumers might feel that it would be sociallyConsumers might feel that it would be socially
unacceptable to express their true feelingsunacceptable to express their true feelings
Projective techniques are diagnostic tools toProjective techniques are diagnostic tools to
uncover the true opinions and feelings ofuncover the true opinions and feelings of
consumersconsumers
Examples:Examples:
Completion and interpretation tasksCompletion and interpretation tasks
Comparison tasksComparison tasks
29. 9.29
Brand Personality and ValuesBrand Personality and Values
Brand personalityBrand personality refers to the human characteristicsrefers to the human characteristics
or traits that can be attributed to a brand.or traits that can be attributed to a brand.
The Big FiveThe Big Five
Sincerity (down-to-earth, wholesome, and cheerful)Sincerity (down-to-earth, wholesome, and cheerful)
Excitement (daring, spirited, imaginative, and up-to-Excitement (daring, spirited, imaginative, and up-to-
date)date)
Competence (reliable, intelligent, and successful)Competence (reliable, intelligent, and successful)
Sophistication (upper class and charming)Sophistication (upper class and charming)
Ruggedness (outdoorsy and tough)Ruggedness (outdoorsy and tough)
Jennifer Aaker, 1997Jennifer Aaker, 1997
30. 9.30
Experiential MethodsExperiential Methods
By tapping more directly into their actual home, work,By tapping more directly into their actual home, work,
or shopping behaviors, researchers might be able toor shopping behaviors, researchers might be able to
elicit more meaningful responses from consumers.elicit more meaningful responses from consumers.
Advocates of the experiential approach have sentAdvocates of the experiential approach have sent
researchers to consumers’ homes in the morning to seeresearchers to consumers’ homes in the morning to see
how they approach their days, given business travelershow they approach their days, given business travelers
Polaroid cameras and diaries to capture their feelingsPolaroid cameras and diaries to capture their feelings
when in hotel rooms, and conducted “beeper studies”when in hotel rooms, and conducted “beeper studies”
in which participants are instructed to write down whatin which participants are instructed to write down what
they’re doing when they are paged.they’re doing when they are paged.
32. 9.32
AwarenessAwareness
RecognitionRecognition
Ability of consumers to identify the brand (and itsAbility of consumers to identify the brand (and its
elements) under various circumstanceselements) under various circumstances
RecallRecall
Ability of consumers to retrieve the actual brandAbility of consumers to retrieve the actual brand
elements from memoryelements from memory
Unaided vs. aided recallUnaided vs. aided recall
33. 9.33
AwarenessAwareness
Corrections for guessingCorrections for guessing
Any research measure must consider the issue of consumersAny research measure must consider the issue of consumers
making up responses or guessing.making up responses or guessing.
Strategic implicationsStrategic implications
The advantage of aided recall measures is that they yieldThe advantage of aided recall measures is that they yield
insight into how brand knowledge is organized in memoryinsight into how brand knowledge is organized in memory
and what kind of cues or reminders may be necessary forand what kind of cues or reminders may be necessary for
consumers to be able to retrieve the brand from memory.consumers to be able to retrieve the brand from memory.
The important point to note is that the category structure thatThe important point to note is that the category structure that
exists in consumers’ minds—as reflected by brand recallexists in consumers’ minds—as reflected by brand recall
performance—can have profound implications for consumerperformance—can have profound implications for consumer
choice and marketing strategy.choice and marketing strategy.
34. 9.34
ImageImage
Ask open-ended questions to tap into theAsk open-ended questions to tap into the
strength, favorability, and uniqueness of brandstrength, favorability, and uniqueness of brand
associations.associations.
These associations should be rated on scales forThese associations should be rated on scales for
quantitative analysis.quantitative analysis.
35. 9.35
Brand ResponsesBrand Responses
Research in psychology suggests that purchaseResearch in psychology suggests that purchase
intentions are most likely to be predictive of actualintentions are most likely to be predictive of actual
purchase when there is correspondence between thepurchase when there is correspondence between the
two in the following categories:two in the following categories:
Purchase IntentionsPurchase Intentions
Action (buying for own use or to give as a gift)Action (buying for own use or to give as a gift)
Target (specific type of product and brand)Target (specific type of product and brand)
Context (in what type of store based on what prices andContext (in what type of store based on what prices and
other conditions)other conditions)
Time (within a week, month, or year)Time (within a week, month, or year)
37. 9.37
Brand DynamicsBrand Dynamics
The Brand Dynamics model adopts aThe Brand Dynamics model adopts a
hierarchical approach to determine the strengthhierarchical approach to determine the strength
of relationship a consumer has with a brand.of relationship a consumer has with a brand.
The five levels of the model are:The five levels of the model are:
PresencePresence
RelevanceRelevance
PerformancePerformance
AdvantageAdvantage
BondingBonding
38. 9.38
Equity EnginesEquity Engines
This model delineates three key dimensions of brandThis model delineates three key dimensions of brand
affinityaffinity——the emotional and intangible benefits of athe emotional and intangible benefits of a
brandbrand——as follows:as follows:
Authority:Authority: The reputation of a brand, whether as a long-The reputation of a brand, whether as a long-
standing leader or as a pioneer in innovationstanding leader or as a pioneer in innovation
Identification:Identification: The closeness customers feel for a brand andThe closeness customers feel for a brand and
how well they feel the brand matches their personal needshow well they feel the brand matches their personal needs
Approval:Approval: The way a brand fits into the wider social matrixThe way a brand fits into the wider social matrix
and the intangible status it holds for experts and friendsand the intangible status it holds for experts and friends
39. 9.39
Four Primary AspectsFour Primary Aspects
How Brands Are BuiltHow Brands Are Built
Knowledge
• The culmination of brand building efforts;
acquisition of consumer experience
Esteem • Consumer respect, regard, reputation; a
fulfillment of perceived consumer promise
Relevance • Relates to usage and subsumes the five Ps of
marketing; relates to sale
Differentiation • The basis for consumer choice; the essence of
the brand, source of margin
40. 9.40
Room to grow...
Brand has power to build relevance.
D > R
0
10
20
30
40
50
60
70
80
90
100
Differentiation Relevance
Healthy Brands Have GreaterHealthy Brands Have Greater
Differentiation than RelevanceDifferentiation than Relevance
Examples:
Harley Davidson
Yahoo!
AOL
Williams-Sonoma
Ikea
Bloomberg Business News
41. 9.41
R > D
0
10
20
30
40
50
60
70
80
90
100
Differentiation Relevance
Uniqueness has faded; price becomes
dominant reason to buy.
Brands with greater Relevance than DifferentiationBrands with greater Relevance than Differentiation
Are in Danger of Becoming CommoditiesAre in Danger of Becoming Commodities
Examples:
Exxon
Mott’s
McDonald’s
Crest
Minute Maid
Fruit of the Loom
Peter Pan (peanut butter)
42. 9.42
E > K
0
10
20
30
40
50
60
70
80
90
100
Esteem Knowledge
Brand is better liked than known.
More Esteem than Knowledge Means, “I’dMore Esteem than Knowledge Means, “I’d
like to get to know you better”like to get to know you better”
Examples:
Coach leatherwear
Tag Heuer
Calphalon
Movado
Blaupunkt
Pella Windows
Palm Pilot
Technics
43. 9.43
K > E
0
10
20
30
40
50
60
70
80
90
100
Esteem Knowledge
Brand is better known than liked.
Too Much Knowledge Can Be Dangerous:Too Much Knowledge Can Be Dangerous:
“I know you and you’re nothing special”“I know you and you’re nothing special”
Examples:
Plymouth
TV Guide
Spam
Woolworths
Chrysler
Maxwell House
National
Enquirer
Sanka
45. 11.45
Branding strategyBranding strategy
Branding strategy is critical because it is theBranding strategy is critical because it is the
means by which the firm can help consumersmeans by which the firm can help consumers
understand its products and services andunderstand its products and services and
organize them in their minds.organize them in their minds.
Two important strategic tools: TheTwo important strategic tools: The brand-productbrand-product
matrixmatrix and theand the brand hierarchybrand hierarchy help to characterizehelp to characterize
and formulate branding strategies by definingand formulate branding strategies by defining
various relationships among brands andvarious relationships among brands and
products.products.
46. 11.46
The role of Brand ArchitectureThe role of Brand Architecture
Clarify: brand awarenessClarify: brand awareness
Improve consumer understanding and communicateImprove consumer understanding and communicate
similarity and differences between individualsimilarity and differences between individual
productsproducts
Motivate: brand imageMotivate: brand image
Maximize transfer of equity to/from the brand toMaximize transfer of equity to/from the brand to
individual products to improve trial and repeatindividual products to improve trial and repeat
purchasepurchase
47. 11.47
Brand-Product MatrixBrand-Product Matrix
Must define:Must define:
Brand-Product relationships (rows)Brand-Product relationships (rows)
Line and category extensionsLine and category extensions
Product-Brand relationships (columns)Product-Brand relationships (columns)
Brand portfolioBrand portfolio
1 2 3 4
A
B
C
Products
Brands
48. 11.48
Important DefinitionsImportant Definitions
Product lineProduct line
A group pf products within a product category thatA group pf products within a product category that
are closely relatedare closely related
Product mix (product assortment)Product mix (product assortment)
The set of all product lines and items that aThe set of all product lines and items that a
particular seller makes available to buyersparticular seller makes available to buyers
Brand mix (brand assortment)Brand mix (brand assortment)
The set of all brand lines that a particular sellerThe set of all brand lines that a particular seller
makes available to buyersmakes available to buyers
49. 11.49
Depth of a Branding StrategyDepth of a Branding Strategy
The number and nature of different brandsThe number and nature of different brands
marketed in the product class sold by a firmmarketed in the product class sold by a firm
Referred to asReferred to as brand portfoliobrand portfolio
The reason is to pursue different marketThe reason is to pursue different market
segments, different channels of distribution, orsegments, different channels of distribution, or
different geographic boundariesdifferent geographic boundaries
Maximize market coverage and minimize brandMaximize market coverage and minimize brand
overlapoverlap
50. 11.50
Designing a Brand PortfolioDesigning a Brand Portfolio
Basic principles:Basic principles:
Maximize market coverageMaximize market coverage so that no potentialso that no potential
customers are being ignoredcustomers are being ignored
Minimize brand overlapMinimize brand overlap so that brands aren’tso that brands aren’t
competing among themselves to gain the samecompeting among themselves to gain the same
customer’s approvalcustomer’s approval
51. 11.51
Brand Roles in the PortfolioBrand Roles in the Portfolio
FlankersFlankers
Cash cowsCash cows
Low-end entry-levelLow-end entry-level
High-end prestige brandsHigh-end prestige brands
52. 11.52
Brand HierarchyBrand Hierarchy
A means of summarizing the branding strategyA means of summarizing the branding strategy
by displaying the number and nature ofby displaying the number and nature of
common and distinctive brand elements acrosscommon and distinctive brand elements across
the firm’s products, revealing the explicitthe firm’s products, revealing the explicit
ordering of brand elementsordering of brand elements
A useful means of graphically portraying aA useful means of graphically portraying a
firm’s branding strategyfirm’s branding strategy
53. 11.53
Brand Hierarchy Tree: ToyotaBrand Hierarchy Tree: Toyota
Toyota
Corporation
Toyota
(Trucks)
Toyota
(SUV/vans)
LexusToyota
Financial
Services
Toyota
(Cars)
Corolla PriusAvalon Celica ECHO Matrix
MR2
Spyder
Camry
CE
S
LE
SE
LE
XLE
Platinum
Edition
XL
XLS
SE
SLE
54. 11.54
Number of Hierarchy LevelsNumber of Hierarchy Levels
Principle of simplicityPrinciple of simplicity
Employ as few levels as possibleEmploy as few levels as possible
Principle of clarityPrinciple of clarity
Logic and relationship of all brand elementsLogic and relationship of all brand elements
employed must be obvious and transparentemployed must be obvious and transparent
55. 11.55
Corporate Brand CampaignCorporate Brand Campaign
Different objectives are possible:Different objectives are possible:
Build awareness of the company and the nature of itsBuild awareness of the company and the nature of its
businessbusiness
Create favorable attitudes and perceptions of companyCreate favorable attitudes and perceptions of company
credibilitycredibility
Link beliefs that can be leveraged by product-specificLink beliefs that can be leveraged by product-specific
marketingmarketing
Make a favorable impression on the financial communityMake a favorable impression on the financial community
Motivate present employees and attract better recruitsMotivate present employees and attract better recruits
Influence public opinion on issuesInfluence public opinion on issues
56. 12.56
INTRODUCING AND NAMING NEW PRODUCTSINTRODUCING AND NAMING NEW PRODUCTS
AND BRAND EXTENSIONSAND BRAND EXTENSIONS
57. 12.57
Leverage the BrandLeverage the Brand
Firms are seeking to build “power” or “mega”Firms are seeking to build “power” or “mega”
brands that establish a broad market footprint,brands that establish a broad market footprint,
appealing to multiple customer segments withappealing to multiple customer segments with
multiple products all underneath the brandmultiple products all underneath the brand
umbrella.umbrella.
59. 12.59
Brand ExtensionsBrand Extensions
When a firm uses an established brand name toWhen a firm uses an established brand name to
introduce a new productintroduce a new product
Brand extension classificationBrand extension classification
Line extensionLine extension
Using a sub-brand to target a new market segment withinUsing a sub-brand to target a new market segment within
the same product categorythe same product category
Category extensionCategory extension
Using the parent brand in a different product categoryUsing the parent brand in a different product category
60. 12.60
Advantages of ExtensionsAdvantages of Extensions
Facilitate new product acceptanceFacilitate new product acceptance
Improve brand imageImprove brand image
Reduce risk perceived by customersReduce risk perceived by customers
Increase the probability of gaining distribution and trialIncrease the probability of gaining distribution and trial
Increase efficiency of promotional expendituresIncrease efficiency of promotional expenditures
Reduce costs of introductory and follow-up marketingReduce costs of introductory and follow-up marketing
programsprograms
Avoid cost of developing a new brandAvoid cost of developing a new brand
Allow for packaging and labeling efficienciesAllow for packaging and labeling efficiencies
Permit consumer variety seekingPermit consumer variety seeking
61. 12.61
Advantages of Extensions (Cont.)Advantages of Extensions (Cont.)
Provide feedback benefits to parent brandProvide feedback benefits to parent brand
Clarify brand meaningClarify brand meaning
Enhance the parent brand imageEnhance the parent brand image
Bring new customers into brand franchise andBring new customers into brand franchise and
increase market coverageincrease market coverage
Revitalize the brandRevitalize the brand
Permit subsequent extensionsPermit subsequent extensions
62. 12.62
Disadvantages of ExtensionsDisadvantages of Extensions
Can confuse or frustrate consumersCan confuse or frustrate consumers
Can encounter retailer resistanceCan encounter retailer resistance
Can fail and hurt parent brand imageCan fail and hurt parent brand image
Can succeed but cannibalize sales of parent brandCan succeed but cannibalize sales of parent brand
Can succeed but diminish identification with any oneCan succeed but diminish identification with any one
categorycategory
Can succeed but hurt the image of the parent brandCan succeed but hurt the image of the parent brand
Can dilute brand meaningCan dilute brand meaning
Can cause the company to forgo the chance to develop aCan cause the company to forgo the chance to develop a
new brandnew brand
63. 12.63
Successful ExtensionsSuccessful Extensions
Must create points-of-parity and points-of-Must create points-of-parity and points-of-
difference in extension categorydifference in extension category
Must recognize competitive reactionsMust recognize competitive reactions
Must enhance points-of-parity and points-of-Must enhance points-of-parity and points-of-
difference of parent branddifference of parent brand
Must maximize the advantages and minimizeMust maximize the advantages and minimize
the disadvantages of brand extensionsthe disadvantages of brand extensions
64. 12.64
When are brand extensions appropriate?When are brand extensions appropriate?
If they see some basis of “fit” or similarityIf they see some basis of “fit” or similarity
between the proposed extension and parentbetween the proposed extension and parent
brandbrand
The major mistake in evaluating extensionThe major mistake in evaluating extension
opportunities is failing to take all of consumers’opportunities is failing to take all of consumers’
brand knowledge structures into account.brand knowledge structures into account.
Often, marketers mistakenly focus on only oneOften, marketers mistakenly focus on only one
brand association and ignore other potentiallybrand association and ignore other potentially
important brand associations in the process.important brand associations in the process.
66. 13.66
Reinforcing BrandsReinforcing Brands
Generally, we reinforce brand equity byGenerally, we reinforce brand equity by
marketing actions that consistently convey themarketing actions that consistently convey the
meaning of the brand to consumers in terms ofmeaning of the brand to consumers in terms of
brand awareness and brand image.brand awareness and brand image.
67. 13.67
Managing Brands over TimeManaging Brands over Time
Effective brand management requires taking aEffective brand management requires taking a
long-term view of marketing decisionslong-term view of marketing decisions
Any action that a firm takes as part of its marketingAny action that a firm takes as part of its marketing
program has the potential to change consumerprogram has the potential to change consumer
knowledge about the brand.knowledge about the brand.
These changes in consumer brand knowledge fromThese changes in consumer brand knowledge from
current marketing activity also will have an indirectcurrent marketing activity also will have an indirect
effect on the success ofeffect on the success of futurefuture marketing activities.marketing activities.
68. 13.68
Consumer response to
past marketing activities
Consumer response to
future marketing activities
Consumer response to
current marketing activities
Brand awareness and brand image
Changed brand awareness and brand image
69. 13.69
Entering New MarketsEntering New Markets
One strategic option for revitalizing a fadingOne strategic option for revitalizing a fading
brand is simply to more or less abandon thebrand is simply to more or less abandon the
consumer group that supported the brand inconsumer group that supported the brand in
the past to target a completely new marketthe past to target a completely new market
segment.segment.
70. 13.70
Adjustments to Brand PortfolioAdjustments to Brand Portfolio
Migration strategiesMigration strategies
A corporate or family branding strategy in which brands areA corporate or family branding strategy in which brands are
ordered in a logical manner could provide the hierarchicalordered in a logical manner could provide the hierarchical
structure in consumers’ minds to facilitate brand migration.structure in consumers’ minds to facilitate brand migration.
Example: BMW with its 3-, 5-, and 7-series numbering systemsExample: BMW with its 3-, 5-, and 7-series numbering systems
Acquiring new customersAcquiring new customers
Tradeoffs in their marketing efforts between attracting newTradeoffs in their marketing efforts between attracting new
customers and retaining existing onescustomers and retaining existing ones
Firms must proactively develop strategies to attract newFirms must proactively develop strategies to attract new
customers, especially younger ones.customers, especially younger ones.
Retiring brandsRetiring brands
71. 14.71
MANAGING BRANDS OVER GEOGRAPHICMANAGING BRANDS OVER GEOGRAPHIC
BOUNDARIES AND MARKET SEGMENTSBOUNDARIES AND MARKET SEGMENTS
72. 14.72
Regional Market SegmentsRegional Market Segments
Regionalization is an important recent trend that,Regionalization is an important recent trend that,
perhaps on the surface, seems to run counter toperhaps on the surface, seems to run counter to
globalization.globalization.
Reasons for regional marketingReasons for regional marketing
Need for more focused targetingNeed for more focused targeting
The shift from national advertising to sales promotionsThe shift from national advertising to sales promotions
DrawbacksDrawbacks
Production headachesProduction headaches
Marketing efficiency may suffer and costs may riseMarketing efficiency may suffer and costs may rise
73. 14.73
Rationale for Going InternationalRationale for Going International
Perception of slow growth and increasedPerception of slow growth and increased
competition in domestic marketscompetition in domestic markets
Belief in enhanced overseas growth and profitBelief in enhanced overseas growth and profit
opportunitiesopportunities
Desire to reduce costs from economies of scaleDesire to reduce costs from economies of scale
Need to diversify riskNeed to diversify risk
Recognition of global mobility of customersRecognition of global mobility of customers
74. 14.74
Advantages ofAdvantages of
Global Marketing ProgramsGlobal Marketing Programs
Economies of scale in production and distributionEconomies of scale in production and distribution
Lower marketing costsLower marketing costs
Power and scopePower and scope
Consistency in brand imageConsistency in brand image
Ability to leverage good ideas quickly andAbility to leverage good ideas quickly and
efficientlyefficiently
Uniformity of marketing practicesUniformity of marketing practices
75. 14.75
Disadvantages ofDisadvantages of
Global Marketing ProgramsGlobal Marketing Programs
Differences in consumer needs, wants, and usageDifferences in consumer needs, wants, and usage
patterns for productspatterns for products
Differences in brand and product developmentDifferences in brand and product development
and the competitive environmentand the competitive environment
Differences in the legal environmentDifferences in the legal environment
Differences in marketing institutionsDifferences in marketing institutions
Differences in administrative proceduresDifferences in administrative procedures
76. 14.76
Standardization vs. CustomizationStandardization vs. Customization
According to Levitt, because the world is shrinkingAccording to Levitt, because the world is shrinking
—due to leaps in technology, communication, and—due to leaps in technology, communication, and
so forth—well-managed companies should shiftso forth—well-managed companies should shift
their emphasis from customizing items to offeringtheir emphasis from customizing items to offering
globally standardized products that are advanced,globally standardized products that are advanced,
functional, reliable, and low priced for all.functional, reliable, and low priced for all.
77. 14.77
Standardization vs. CustomizationStandardization vs. Customization
Blending global objectives with local or regionalBlending global objectives with local or regional
concernsconcerns
““Think global. Act local.”Think global. Act local.”
A global brand has a clear consistent equity acrossA global brand has a clear consistent equity across
geographies: same positioning, same benefits plusgeographies: same positioning, same benefits plus
local tailoring if neededlocal tailoring if needed
78. 14.78
Global Brand StrategyGlobal Brand Strategy
To build brand equity, it is often necessary to createTo build brand equity, it is often necessary to create
different marketing programs to address different marketdifferent marketing programs to address different market
segments.segments.
Identify differences in consumer behaviorIdentify differences in consumer behavior
How they purchase and use productsHow they purchase and use products
What they know and feel about brandsWhat they know and feel about brands
Adjust branding programAdjust branding program
Choice of brand elementsChoice of brand elements
Nature of supporting marketing programNature of supporting marketing program
Leverage of secondary associationsLeverage of secondary associations
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Building a Global BrandBuilding a Global Brand
How valid is the mental map in the newHow valid is the mental map in the new
market?market?
What is the level of awareness?What is the level of awareness?
How valuable are the associations?How valuable are the associations?
What changes need to be made to the mentalWhat changes need to be made to the mental
map?map?
By what means should this new mental map beBy what means should this new mental map be
created?created?
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Global Customer-Based BrandGlobal Customer-Based Brand
EquityEquity
To build customer-based brand equity,To build customer-based brand equity,
marketers must:marketers must:
1.1. Establish breadth and depth of brand awarenessEstablish breadth and depth of brand awareness
2.2. Create points-of-parity and points-of-differenceCreate points-of-parity and points-of-difference
3.3. Elicit positive, accessible brand responsesElicit positive, accessible brand responses
4.4. Forge intense, active brand relationshipsForge intense, active brand relationships
Achieving these four steps, in turn, requiresAchieving these four steps, in turn, requires
establishing six core brand building blocks.establishing six core brand building blocks.
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Questions for Global BrandingQuestions for Global Branding
PositioningPositioning
How valid is the mental map in the new market? HowHow valid is the mental map in the new market? How
appropriate is the positioning? What is the existing levelappropriate is the positioning? What is the existing level
of awareness? How valuable are the core brandof awareness? How valuable are the core brand
associations, points-of-parity, and points-of-difference?associations, points-of-parity, and points-of-difference?
What changes should we make to the positioning? DoWhat changes should we make to the positioning? Do
we need to create any new associations? Should wewe need to create any new associations? Should we notnot
re-create any existing associations? Should we modifyre-create any existing associations? Should we modify
any existing associations?any existing associations?
How should we create this new mental map? Can weHow should we create this new mental map? Can we
still use the same marketing activities? What changesstill use the same marketing activities? What changes
should we make? What new marketing activities areshould we make? What new marketing activities are
necessary?necessary?
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Building Global Customer-BasedBuilding Global Customer-Based
Brand EquityBrand Equity
In designing and implementing a marketingIn designing and implementing a marketing
program to create a strong global brand,program to create a strong global brand,
marketers want to realize the advantages of amarketers want to realize the advantages of a
global marketing program while suffering as fewglobal marketing program while suffering as few
of its disadvantages as possibleof its disadvantages as possible
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Ten Commandments of Global BrandingTen Commandments of Global Branding
1.1. Understand similarities and differences in the globalUnderstand similarities and differences in the global
branding landscapebranding landscape
2.2. Don’t take shortcuts in brand buildingDon’t take shortcuts in brand building
3.3. Establish marketing infrastructureEstablish marketing infrastructure
4.4. Embrace integrated marketing communicationsEmbrace integrated marketing communications
5.5. Cultivate brand partnershipsCultivate brand partnerships
6.6. Balance standardization and customizationBalance standardization and customization
7.7. Balance global and local controlBalance global and local control
8.8. Define operable guidelinesDefine operable guidelines
9.9. Implement a global brand equity measurement systemImplement a global brand equity measurement system
10.10. Leverage brand elementsLeverage brand elements
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Summary of Customer-Based BrandSummary of Customer-Based Brand
Equity FrameworkEquity Framework
Sources of brand equitySources of brand equity
StrengthStrength
FavorabilityFavorability
UniquenessUniqueness
Outcomes of brand equityOutcomes of brand equity
Greater loyaltyGreater loyalty
Less vulnerability to competitive marketing actionsLess vulnerability to competitive marketing actions
Less vulnerability to marketing crisesLess vulnerability to marketing crises
Larger marginsLarger margins
More inelastic consumer response to price increasesMore inelastic consumer response to price increases
More elastic consumer response to price decreasesMore elastic consumer response to price decreases
Greater trade cooperation and supportGreater trade cooperation and support
Increased marketing communication effectivenessIncreased marketing communication effectiveness
Possible licensing opportunitiesPossible licensing opportunities
Additional brand extension opportunitiesAdditional brand extension opportunities
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Tactical GuidelinesTactical Guidelines
Building brand equityBuilding brand equity
1.1. Through the initial choice of the brand elementsThrough the initial choice of the brand elements
making up the brandmaking up the brand
2.2. Through marketing activities and the design of theThrough marketing activities and the design of the
marketing programmarketing program
3.3. Through the leverage of secondary associationsThrough the leverage of secondary associations
that link the brand to other entitiesthat link the brand to other entities
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Guidelines for Building Brand EquityGuidelines for Building Brand Equity
Mix and match brand elements
Create a rich brand image and high perceived
quality
Adopt value-based pricing strategy
Consider a range of distribution options
Mix marketing communication options
Leverage secondary associations
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Importance of Complementarity andImportance of Complementarity and
ConsistencyConsistency
CComplementarityomplementarity means choosing different brandmeans choosing different brand
elements and supporting marketing activities so thatelements and supporting marketing activities so that
the potential contribution to brand equity of onethe potential contribution to brand equity of one
compensates for the shortcomings of others.compensates for the shortcomings of others.
A high degree ofA high degree of consistencyconsistency across these elements helpsacross these elements helps
to create the highest level of awareness and theto create the highest level of awareness and the
strongest and most favorable associations possible.strongest and most favorable associations possible.
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Guidelines for Measuring Brand EquityGuidelines for Measuring Brand Equity
Formalize the firm’s view of brand equity
Conduct brand inventories
Conduct consumer tracking studies
Assemble results of outcome measures
Establish a department to oversee the
implementation
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Guidelines for Managing Brand EquityGuidelines for Managing Brand Equity
Define brand hierarchy
Create global associations
Introduce brand extensions
Clearly establish the roles of brands in the
portfolio
Reinforce brand equity over time
Enhance brand equity over time
Identify differences in consumer behavior in
different market segments
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Characteristics of Strong BrandsCharacteristics of Strong Brands
ManagersManagers
Understand brand meaning and market appropriate products in anUnderstand brand meaning and market appropriate products in an
appropriate mannerappropriate manner
Properly position the brandProperly position the brand
Provide superior delivery of desired benefitsProvide superior delivery of desired benefits
Employ a full range of complementary brand elements andEmploy a full range of complementary brand elements and
supporting marketing activitiessupporting marketing activities
Embrace integrated marketing communications and communicateEmbrace integrated marketing communications and communicate
with a consistent voicewith a consistent voice
Measure consumer perceptions of value and develop a pricingMeasure consumer perceptions of value and develop a pricing
strategy accordinglystrategy accordingly
Establish credibility and appropriate brand personality and imageryEstablish credibility and appropriate brand personality and imagery
Maintain innovation and relevance for the brandMaintain innovation and relevance for the brand
Strategically design and implement a brand hierarchy and brandStrategically design and implement a brand hierarchy and brand
portfolioportfolio
Implement a brand equity management system to ensure thatImplement a brand equity management system to ensure that
marketing actions properly reflect the brand equity conceptmarketing actions properly reflect the brand equity concept
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Seven Deadly Sins of Brand ManagementSeven Deadly Sins of Brand Management
1.1. Failure to understand the full meaning of theFailure to understand the full meaning of the
brandbrand
2.2. Failure to live up to the brand promiseFailure to live up to the brand promise
3.3. Failure to adequately support the brandFailure to adequately support the brand
4.4. Failure to be patient with the brandFailure to be patient with the brand
5.5. Failure to adequately control the brandFailure to adequately control the brand
6.6. Failure to properly balance consistency andFailure to properly balance consistency and
change with the brandchange with the brand
7.7. Failure to understand complexity of brandFailure to understand complexity of brand
equity measurement and managementequity measurement and management
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Industrial and B2B BrandingIndustrial and B2B Branding
Adopt a corporate or family branding strategyAdopt a corporate or family branding strategy
Link non-product-related imagery associationsLink non-product-related imagery associations
Employ full range of marketing communicationEmploy full range of marketing communication
optionsoptions
Leverage equity of other companies that areLeverage equity of other companies that are
customerscustomers
Segment markets carefully and develop tailoredSegment markets carefully and develop tailored
branding and marketing programsbranding and marketing programs
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Guidelines for High-Tech BrandingGuidelines for High-Tech Branding
Establish brand awareness and rich brand imageEstablish brand awareness and rich brand image
Create corporate credibility associationsCreate corporate credibility associations
Leverage secondary associations of qualityLeverage secondary associations of quality
Avoid overbranding productsAvoid overbranding products
Selectively introduce new products as newSelectively introduce new products as new
brands and clearly identify the nature of brandbrands and clearly identify the nature of brand
extensionsextensions
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Guidelines for Service BrandingGuidelines for Service Branding
Maximize service qualityMaximize service quality
Employ a full range of brand elements to enhanceEmploy a full range of brand elements to enhance
brand recallbrand recall
Create and communicate strong organizationalCreate and communicate strong organizational
associationsassociations
Design corporate communication programs thatDesign corporate communication programs that
augment consumers’ service encounters andaugment consumers’ service encounters and
experiencesexperiences
Establish a brand hierarchy using distinct family orEstablish a brand hierarchy using distinct family or
individual brands as well as meaningful ingredientindividual brands as well as meaningful ingredient
brandsbrands
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Guidelines for Branding RetailersGuidelines for Branding Retailers
Create a brand hierarchy consisting of the storeCreate a brand hierarchy consisting of the store
as a whole as well as individual departmentsas a whole as well as individual departments
Enhance the manufacturer’s brand equity byEnhance the manufacturer’s brand equity by
communicating PODscommunicating PODs
Establish brand equity at all levels of the brandEstablish brand equity at all levels of the brand
hierarchyhierarchy
Create multichannel shopping experienceCreate multichannel shopping experience
Avoid overbrandingAvoid overbranding
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Guidelines for Small Business BrandingGuidelines for Small Business Branding
Emphasize building one or two strong brandsEmphasize building one or two strong brands
Focus the marketing program on one or two keyFocus the marketing program on one or two key
associationsassociations
Employ a well-integrated set of brand elements thatEmploy a well-integrated set of brand elements that
enhances both brand awareness and imageenhances both brand awareness and image
Design creative brand-building push campaignsDesign creative brand-building push campaigns
Leverage as many secondary associations asLeverage as many secondary associations as
possiblepossible
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Guidelines for Online BrandingGuidelines for Online Branding
Don’t forget the brand building basicsDon’t forget the brand building basics
Create strong brand identityCreate strong brand identity
Generate strong consumer pullGenerate strong consumer pull
Selectively choose brand partnershipsSelectively choose brand partnerships
Maximize relationship marketingMaximize relationship marketing
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Future Brand PrioritiesFuture Brand Priorities
How will branding change in the coming years?How will branding change in the coming years?
What are the biggest branding challenges? WhatWhat are the biggest branding challenges? What
will make a successful “twenty-first-centurywill make a successful “twenty-first-century
brand”?brand”?
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Building Brand EquityBuilding Brand Equity
Brand elementsBrand elements
In a cluttered, competitive marketplace, the brandIn a cluttered, competitive marketplace, the brand
elements that make up the brand will have to doelements that make up the brand will have to do
more and more of the selling job.more and more of the selling job.
Marketing programsMarketing programs
Strong brands in the twenty-first century also willStrong brands in the twenty-first century also will
rise above others by better understanding the needs,rise above others by better understanding the needs,
wants, and desires of consumers and creatingwants, and desires of consumers and creating
marketing programs that fulfill and even surpassmarketing programs that fulfill and even surpass
consumer expectations.consumer expectations.
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Measuring Brand EquityMeasuring Brand Equity
Marketers of successful twenty-first-centuryMarketers of successful twenty-first-century
brands will create formalized measurementbrands will create formalized measurement
approaches and processes that ensure theyapproaches and processes that ensure they
continually monitor their sources of brandcontinually monitor their sources of brand
equity and those of competitors.equity and those of competitors.
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Managing Brand EquityManaging Brand Equity
It will be essential in building strong twenty-first-It will be essential in building strong twenty-first-
century brands to align internal and external brandcentury brands to align internal and external brand
management.management.
Internal brand managementInternal brand management ensures that employees andensures that employees and
marketing partners appreciate and understand basic brandingmarketing partners appreciate and understand basic branding
notions and how they can affect the equity of brands.notions and how they can affect the equity of brands.
External brand managementExternal brand management requires understanding the needs,requires understanding the needs,
wants, and desires of consumers and creating brandwants, and desires of consumers and creating brand
marketing programs that fulfill and even surpass consumermarketing programs that fulfill and even surpass consumer
expectations.expectations.
Companies must also align bottom-up and top-downCompanies must also align bottom-up and top-down
marketing management .marketing management .
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Achieving Marketing BalanceAchieving Marketing Balance
The most fundamental challenge of marketingThe most fundamental challenge of marketing
and brand management is reconciling the manyand brand management is reconciling the many
potential trade-offs in marketing decisionspotential trade-offs in marketing decisions
There are three means or levels of achievingThere are three means or levels of achieving
marketing balance, in increasing order ofmarketing balance, in increasing order of
potential effectiveness:potential effectiveness:
AlternateAlternate
DivideDivide
FinesseFinesse
Editor's Notes
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9 So here’s the first check point. Is this a relationship with a future? If Differentiation, as we say, is greater than Relevance… (refer to the slide) If Relevance is greater than Differentiation...
9 So here’s the first check point. Is this a relationship with a future? If Differentiation, as we say, is greater than Relevance… (refer to the slide) If Relevance is greater than Differentiation...
9 So here’s the first check point. Is this a relationship with a future? If Differentiation, as we say, is greater than Relevance… (refer to the slide) If Relevance is greater than Differentiation...
9 So here’s the first check point. Is this a relationship with a future? If Differentiation, as we say, is greater than Relevance… (refer to the slide) If Relevance is greater than Differentiation...