This document contains a summary of 10 learning questions from Chapter 9 of the 14th edition of Philip Kotler's Marketing Management textbook on the topic of creating brand equity. The questions cover key concepts such as the definition of a brand, the pillars of brand equity, brand resonance pyramid, branding strategies, and brand valuation.
The first step to creating or sustaining a strong brand is to define its purpose - why do you exist? This presentation is based on lectures given at University of Notre Dame's Mendoza College of Business and UC Berkeley's Haas School of Business.
Brand architecture is the structure of brands within an organizational entity. It is the way in which the brands within a company’s portfolio are related to, and differentiated from, one another. The architecture should define the different leagues of branding within the organization; how the corporate brand and sub-brands relate to and support each other; and how the sub-brands reflect or reinforce the core purpose of the corporate brand to which they belong. Often, decisions about Brand Architecture are concerned with how to manage a parent brand, and a family of sub-brands - Managing brand architecture to maximize shareholder value can often include using brand valuation model techniques. Brand architecture may be defined as an integrated process of brand building through establishing brand relationships among branding options in the competitive environment. The brand architecture of an organization at any time is, in large measure, a legacy of past management decisions as well as the competitive realities it faces in the marketplace.
A brand platform, or corporate image, is the set of associations that customers make with your company. Some of these associations may be quite obvious and strong, like the brand Volvo is associated with safety. In other cases, the associations can be weak; BMW, for instance, may be associated with safety but only in a very weak manner. The possible associations that a brand may want to have actually comes from many sources. For example, it may come from the benefits the customers in a target market may care the most about. But it can also come from various descriptors or the self-image of the target audience. It can also come from a company’s history or core competency.
The first step to creating or sustaining a strong brand is to define its purpose - why do you exist? This presentation is based on lectures given at University of Notre Dame's Mendoza College of Business and UC Berkeley's Haas School of Business.
Brand architecture is the structure of brands within an organizational entity. It is the way in which the brands within a company’s portfolio are related to, and differentiated from, one another. The architecture should define the different leagues of branding within the organization; how the corporate brand and sub-brands relate to and support each other; and how the sub-brands reflect or reinforce the core purpose of the corporate brand to which they belong. Often, decisions about Brand Architecture are concerned with how to manage a parent brand, and a family of sub-brands - Managing brand architecture to maximize shareholder value can often include using brand valuation model techniques. Brand architecture may be defined as an integrated process of brand building through establishing brand relationships among branding options in the competitive environment. The brand architecture of an organization at any time is, in large measure, a legacy of past management decisions as well as the competitive realities it faces in the marketplace.
A brand platform, or corporate image, is the set of associations that customers make with your company. Some of these associations may be quite obvious and strong, like the brand Volvo is associated with safety. In other cases, the associations can be weak; BMW, for instance, may be associated with safety but only in a very weak manner. The possible associations that a brand may want to have actually comes from many sources. For example, it may come from the benefits the customers in a target market may care the most about. But it can also come from various descriptors or the self-image of the target audience. It can also come from a company’s history or core competency.
Brands are different from products in a way that brands are “what the consumers buy”, while products are “what concern/companies make”. Brand is an accumulation of emotional and functional associations. Brand is a promise that the product will perform as per customer’s expectations. It shapes customer’s expectations about the product. Brands usually have a trademark which protects them from use by others. A brand gives particular information about the organization, good or service, differentiating it from others in marketplace. Brand carries an assurance about the characteristics that make the product or service unique. A strong brand is a means of making people aware of what the company represents and what are it’s offerings.
PowerPoint presentation from a lecture on branding and identity development. Has good overview information on the branding process, brand equity, the art of positioning and brand identity architecture.
Since among the most relevant problems when referring to brands are those related to the management of a multi-brand system (Hill et al., 2005), a company must formulate its basic strategic brand principles in view of two central themes, which are:
Brand Architecture; and a Brand Portfolio.
Brands are different from products in a way that brands are “what the consumers buy”, while products are “what concern/companies make”. Brand is an accumulation of emotional and functional associations. Brand is a promise that the product will perform as per customer’s expectations. It shapes customer’s expectations about the product. Brands usually have a trademark which protects them from use by others. A brand gives particular information about the organization, good or service, differentiating it from others in marketplace. Brand carries an assurance about the characteristics that make the product or service unique. A strong brand is a means of making people aware of what the company represents and what are it’s offerings.
PowerPoint presentation from a lecture on branding and identity development. Has good overview information on the branding process, brand equity, the art of positioning and brand identity architecture.
Since among the most relevant problems when referring to brands are those related to the management of a multi-brand system (Hill et al., 2005), a company must formulate its basic strategic brand principles in view of two central themes, which are:
Brand Architecture; and a Brand Portfolio.
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1. Top 10 Learning Questions for Chapter 9 Creating Brand Equity Roche Deluta December 15, 2011 V56 Marketing Class of Prof. Remigio Joseph De Ungria Chapter 9 Marketing Management, Kotler 14 th ed http://www.slideshare.net/rochedeluta
7. 2. Brand Asset Valuator determines the five key pillars of brand equity as http://www.slideshare.net/rochedeluta Energy Differentiation Relevance Esteem Knowledge Energized Brand Strength Brand Stature
8. 2. Brand Asset Valuator determines the five key pillars of brand equity http://www.slideshare.net/rochedeluta Energy Differentiation Relevance Esteem Knowledge Energized Brand Strength Brand Stature Measures the degree to which a brand is seen as different from others Measures the brand’s sense of momentum Measures the breadth of a brand’s appeal Measures how well the brand is regarded and respected Measures How familiar and intimate consumers are with the brand
12. 3. Brand Resonance Pyramid http://www.slideshare.net/rochedeluta SALIENCE PERFORMANCE IMAGERY FEELINGS JUDGMENTS RESONANCE Refers to the nature of the relationship customers have with the brand and the extent to which they feel they’re “ in sync” with it; it is the intensity or depth of the psychological bond customers have with the brand, as well as the level of activity engendered by this loyalty
13. 3. Brand Resonance Pyramid http://www.slideshare.net/rochedeluta SALIENCE PERFORMANCE IMAGERY FEELINGS JUDGMENTS RESONANCE Focus on customer’s own personal opinions and evaluations Focus on customer’s own personal opinions and evaluations Is how well the product or service meets customer’s functional needs Describes the extrinsic properties of the product or service Is how often and how easily customers think of the brand under various purchase or consumption
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16. 4. Designing Holistic Marketing Activities http://www.slideshare.net/rochedeluta Personalization Integration Internalization Personalizing marketing is about making sure the brand and its marketing are relevant as possible to as many customers as possible Integration marketing is about mixing and matching marketing activities to maximize their individual and collective effects Internal branding is activities and processes that help to inform and inspire employees.
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19. http://www.slideshare.net/rochedeluta 5. Devising a Branding Strategy BRAND LINE BRAND MIX BRAND EQUITY BRAND EXTENSION Consists of all products Is set of all brand lines that a particular seller makes available to buyers Is the value added endowed on products and services When a firm uses an established brand to Introduce a new product
24. http://www.slideshare.net/rochedeluta 6. Term used that distinguish with each other Brand Valuation – estimates the total financial value of the brand. Brand Equity – is reinforced by marketing actions that consistently convey the meaning of the brand. Brand Revitalization – understands what the sources of brand equity were to begin. Brand Segmentation – the brand is sold into mutually exclusive segments of customers that help to determine the variances in the brand’s economic value. Brand Reinforcement – requires innovation and relevance throughout the marketing program.
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27. http://www.slideshare.net/rochedeluta 7. The Four General Strategies of Branding Decisions: Individual Names – the company does not lie its reputation to the product. Blanket Family Names – development costs are lower because there’s no need to run “name” research or spend heavily on advertising to create recognition. Separate family names for all products – e.g. Swift and Company developed separate family naes for its hams (Premium) and fertilizers (Vigoro). Corporate name combined with individual product names – e.g. Kellogg for Kellogg’s Rice Krispies; Sony; and Hewlett-packard
35. http://www.slideshare.net/rochedeluta Program Multiplier – determines the marketing program ability to affect the customer mind-set and is a function of the quality of the program investment. Customer Multiplier – determines the extent to which value created in the minds of customers affects market performance. Market Multiplier – determines the extent to which the value shown by the market performance of a brand is manifested in shareholder value. 9. The Brand Value Chain
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38. http://www.slideshare.net/rochedeluta 10 . Table for Marketing Advantages of Strong Brands Improved perceptions of product performance Greater loyalty Less vulnerability to competitive marketing actions Less vulnerability to marketing crises Larger margins More inelastic consumer response to price increases More elastic consumer response to price decreases Greater trade cooperation and support Increased marketing communications effectiveness Possible licensing opportunities
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40. Top 10 Learning Questions for Chapter 9 Creating Brand Equity Roche Deluta December 15, 2011 V56 Marketing Class of Prof. Remigio Joseph De Ungria Chapter 9 Marketing Management, Kotler 14 th ed http://www.slideshare.net/rochedeluta