This document discusses how marketers can design marketing programs to build brand equity. It explains that marketing activities like product, pricing, and distribution strategies can enhance brand awareness, image, responses, and resonance if integrated effectively. The chapter explores new approaches like experiential, one-to-one, and permission marketing that personalize the customer experience. It emphasizes the need to reconcile these new approaches with traditional marketing activities and use models of brand equity to focus marketing programs on building the brand.
Professor Keller is right now conducting various studies that deliver techniques to assemble, measure, and oversee brand value. Textbooks written by him on those subjects course reading on those subjects, Strategic Brand Management, has been embraced at top business schools and leading firms around the globe and has been proclaimed as the "Bible of Branding." Consolidating the most recent industry thinking and improvements, this investigation of brands, brand value, and strategic brand management combines a comprehensive theoretical foundation with numerous techniques and practical insights for making better day-to-day and long-term brand decisions–and thus improving the long-term profitability of specific brand strategies. In this slides, you will get the synopsis of brand management. For details, please read the main book.
Incorporating the latest industry thinking and developments, this exploration of brands, brand equity, and strategic brand management combines a comprehensive theoretical foundation with numerous techniques and practical insights for making better day-to-day and long-term brand decisions–and thus improving the long-term profitability of specific brand strategies.
Professor Keller is right now conducting various studies that deliver techniques to assemble, measure, and oversee brand value. Textbooks written by him on those subjects course reading on those subjects, Strategic Brand Management, has been embraced at top business schools and leading firms around the globe and has been proclaimed as the "Bible of Branding." Consolidating the most recent industry thinking and improvements, this investigation of brands, brand value, and strategic brand management combines a comprehensive theoretical foundation with numerous techniques and practical insights for making better day-to-day and long-term brand decisions–and thus improving the long-term profitability of specific brand strategies. In this slides, you will get the synopsis of brand management. For details, please read the main book.
Incorporating the latest industry thinking and developments, this exploration of brands, brand equity, and strategic brand management combines a comprehensive theoretical foundation with numerous techniques and practical insights for making better day-to-day and long-term brand decisions–and thus improving the long-term profitability of specific brand strategies.
Secondary Brand Association - Leveraging Secondary Brand Associations to Buil...TanveerHossainRayvee
Leveraging Secondary Brand Association to build Brand Equity. Brand Association is very essential to build brand equity as it helps the audience to recall about the brand. For example, Close up reminds us about fresh breathing.
Today global branding is important for B2B and B2C products and services. This presentation gives a comprehensive insight into brand management with examples of power brands.
Brand Tracking Studies
What is brand tracking?
Why brand tracking?
Whom to track
When to track
What to track
Brand attributes
Case study iphone 5
Brand Matrices
Model for Brand Tracking
Why brand tracking studies fail
References
Brand management is the analysis and planning on how that brand is perceived in the market. Developing a good relationship with the target market is essential for brand management. Tangible elements of brand management include the product itself; look, price, the packaging, etc. The intangible elements are the experience that the consumer has had with the brand, and also the relationship that they have with that brand.Brand management is a function of marketing that uses special techniques in order to increase the perceived value of a product
Secondary Brand Association - Leveraging Secondary Brand Associations to Buil...TanveerHossainRayvee
Leveraging Secondary Brand Association to build Brand Equity. Brand Association is very essential to build brand equity as it helps the audience to recall about the brand. For example, Close up reminds us about fresh breathing.
Today global branding is important for B2B and B2C products and services. This presentation gives a comprehensive insight into brand management with examples of power brands.
Brand Tracking Studies
What is brand tracking?
Why brand tracking?
Whom to track
When to track
What to track
Brand attributes
Case study iphone 5
Brand Matrices
Model for Brand Tracking
Why brand tracking studies fail
References
Brand management is the analysis and planning on how that brand is perceived in the market. Developing a good relationship with the target market is essential for brand management. Tangible elements of brand management include the product itself; look, price, the packaging, etc. The intangible elements are the experience that the consumer has had with the brand, and also the relationship that they have with that brand.Brand management is a function of marketing that uses special techniques in order to increase the perceived value of a product
E- Marketing Strategies
A marketing strategy refers to a business' overall game plan for reaching prospective consumers and turning them into customers of the products or services the business provides.
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More and more, brands are realizing the power of integrating tactics like events and digital campaigns into a larger effort to build the long-term relationships with their customers that help them reach their overall marketing goals.
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
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Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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DESIGNING MARKETING PROGRAMS TO BUILD BRAND EQUITY
1. 5.1
CHAPTER 5:CHAPTER 5:
DESIGNING MARKETING PROGRAMS TODESIGNING MARKETING PROGRAMS TO
BUILD BRAND EQUITYBUILD BRAND EQUITY
Kevin Lane KellerKevin Lane Keller
Tuck School of BusinessTuck School of Business
Dartmouth CollegeDartmouth College
2. 5.2
OverviewOverview
How do marketing activities in general—andHow do marketing activities in general—and
product, pricing, and distribution strategies inproduct, pricing, and distribution strategies in
particular—build brand equity?particular—build brand equity?
How can marketers integrate these activities toHow can marketers integrate these activities to
enhance brand awareness, improve the brandenhance brand awareness, improve the brand
image, elicit positive brand responses, andimage, elicit positive brand responses, and
increase brand resonance?increase brand resonance?
3. 5.3
New Perspectives on MarketingNew Perspectives on Marketing
The strategy and tactics behind marketing programsThe strategy and tactics behind marketing programs
have changed dramatically in recent years as firms havehave changed dramatically in recent years as firms have
dealt with enormous shifts in their external marketingdealt with enormous shifts in their external marketing
environments:environments:
Digitalization and connectivity (through Internet, intranet,Digitalization and connectivity (through Internet, intranet,
and mobile devices)and mobile devices)
Disintermediation and reintermediation (via new middlemenDisintermediation and reintermediation (via new middlemen
of various sorts)of various sorts)
Customization and customerization (through tailoredCustomization and customerization (through tailored
products and ingredients provided to customers to makeproducts and ingredients provided to customers to make
products themselves)products themselves)
Industry convergence (through the blurring of industryIndustry convergence (through the blurring of industry
boundaries)boundaries)
4. 5.4
Implications for the Practice ofImplications for the Practice of
Brand ManagementBrand Management
They have a number of implications for theThey have a number of implications for the
practice of brand management. Marketers arepractice of brand management. Marketers are
increasingly abandoning the mass-marketincreasingly abandoning the mass-market
strategies that built brand powerhouses in thestrategies that built brand powerhouses in the
1950s, 1960s, and 1970s to implement new1950s, 1960s, and 1970s to implement new
approaches.approaches.
Even marketers in staid, traditional industries areEven marketers in staid, traditional industries are
rethinking their practices and not doing businessrethinking their practices and not doing business
as usual.as usual.
5. 5.5
Integrating Marketing Programs andIntegrating Marketing Programs and
ActivitiesActivities
Creative and original thinking is necessary toCreative and original thinking is necessary to
create fresh new marketing programs that breakcreate fresh new marketing programs that break
through the noise in the marketplace to connectthrough the noise in the marketplace to connect
with customers.with customers.
Marketers are increasingly trying a host ofMarketers are increasingly trying a host of
unconventional means of building brand equity.unconventional means of building brand equity.
6. 5.6
Personalizing MarketingPersonalizing Marketing
All of these approaches are a means to create deeper, richer, andAll of these approaches are a means to create deeper, richer, and
more favorable brand associations.more favorable brand associations.
Relationship marketing has become a powerful brand-buildingRelationship marketing has become a powerful brand-building
force.force.
Can slip through consumer radarCan slip through consumer radar
May creatively create unique associationsMay creatively create unique associations
May reinforce brand imagery and feelingsMay reinforce brand imagery and feelings
Nevertheless, there is still a need for the control andNevertheless, there is still a need for the control and
predictability of traditional marketing activities.predictability of traditional marketing activities.
Models of brand equity can help to provide direction and focusModels of brand equity can help to provide direction and focus
to the marketing programs.to the marketing programs.
8. 5.8
Reconciling the New MarketingReconciling the New Marketing
ApproachesApproaches
One-to-one, permission, and experientialOne-to-one, permission, and experiential
marketing are all potentially effective meansmarketing are all potentially effective means
of getting consumers more actively involvedof getting consumers more actively involved
with a brand.with a brand.
9. 5.9
Experiential MarketingExperiential Marketing
Focuses on customer experienceFocuses on customer experience
Focuses on the consumption situationFocuses on the consumption situation
Views customers as rational and emotionalViews customers as rational and emotional
elementselements
Uses electric methods and toolsUses electric methods and tools
10. 5.10
One-to-One Marketing:One-to-One Marketing:
Competitive RationaleCompetitive Rationale
Consumers help to add value by providingConsumers help to add value by providing
information.information.
Firm adds value by generating rewardingFirm adds value by generating rewarding
experiences with consumers.experiences with consumers.
Creates switching costs for consumersCreates switching costs for consumers
Reduces transaction costs for consumersReduces transaction costs for consumers
Maximizes utility for consumersMaximizes utility for consumers
11. 5.11
One-to-One Marketing:One-to-One Marketing:
Consumer DifferentiationConsumer Differentiation
Treat different consumers differentlyTreat different consumers differently
Different needsDifferent needs
Different values to firmDifferent values to firm
CurrentCurrent
Future (lifetime value)Future (lifetime value)
Devote more marketing effort on most valuableDevote more marketing effort on most valuable
consumers (and customers)consumers (and customers)
12. 5.12
One-to-One Marketing: Five Key StepsOne-to-One Marketing: Five Key Steps
IdentifyIdentify consumers, individually and addressablyconsumers, individually and addressably
DifferentiateDifferentiate them by value and needsthem by value and needs
InteractInteract with them more cost-efficiently andwith them more cost-efficiently and
effectivelyeffectively
CustomizeCustomize some aspect of the firm’s behaviorsome aspect of the firm’s behavior
BrandBrand the relationshipthe relationship
13. 5.13
Permission Marketing (Seth Godin)Permission Marketing (Seth Godin)
““Encourages consumers to participate in a long-Encourages consumers to participate in a long-
term interactive marketing campaign in whichterm interactive marketing campaign in which
they are rewarded in some way for payingthey are rewarded in some way for paying
attention to increasingly relevant messages.”attention to increasingly relevant messages.”
AnticipatedAnticipated
PersonalPersonal
RelevantRelevant
Permission marketing can be contrasted toPermission marketing can be contrasted to
interruption marketing.interruption marketing.
14. 5.14
Five Steps in Permission MarketingFive Steps in Permission Marketing
1.1. Offer the prospect an incentive to volunteer.Offer the prospect an incentive to volunteer.
2.2. Offer the interested prospect a curriculum over time,Offer the interested prospect a curriculum over time,
teaching consumers about the product.teaching consumers about the product.
3.3. Reinforce the incentive to guarantee that prospectReinforce the incentive to guarantee that prospect
maintains the permission.maintains the permission.
4.4. Offer additional incentives to get more permissionOffer additional incentives to get more permission
from the consumer.from the consumer.
5.5. Over time, leverage the permission to changeOver time, leverage the permission to change
consumer behavior toward profits.consumer behavior toward profits.
15. 5.15
Integrating the BrandIntegrating the Brand
Into Supporting Marketing ProgramsInto Supporting Marketing Programs
Product strategyProduct strategy
Pricing strategyPricing strategy
Channel strategy
Supporting marketing mix should be designed to enhance
awareness and establish desired brand image.
16. 5.16
Product StrategyProduct Strategy
Perceived quality and valuePerceived quality and value
Brand intangiblesBrand intangibles
Total quality management and return on qualityTotal quality management and return on quality
Value chainValue chain
Relationship marketingRelationship marketing
Mass customizationMass customization
AftermarketingAftermarketing
Loyalty programsLoyalty programs
17. 5.17
Pricing StrategyPricing Strategy
Price premiums are among the most important brandPrice premiums are among the most important brand
equity benefits of building a strong brand.equity benefits of building a strong brand.
Consumer price perceptionsConsumer price perceptions
Consumers often rank brands according to price tiers in aConsumers often rank brands according to price tiers in a
category.category.
Setting prices to build brand equitySetting prices to build brand equity
Value pricingValue pricing
Everyday low pricingEveryday low pricing
18. 5.18
Channel StrategyChannel Strategy
The manner by which a product is sold or
distributed can have a profound impact on the
resulting equity and ultimate sales success of a
brand.
Channel strategy includes the design and
management of intermediaries such as
wholesalers, distributors, brokers, and retailers.
19. 5.19
Channel DesignChannel Design
Direct channels
Selling through personal contacts from the company to
prospective customers by mail, phone, electronic means,
in-person visits, and so forth
Indirect channels
Selling through third-party intermediaries such as agents
or broker representatives, wholesalers or distributors, and
retailers or dealers
Push and pull strategies
Web strategies
20. 5.20
Push and Pull Strategies
By devoting marketing efforts to the endBy devoting marketing efforts to the end
consumer, a manufacturer is said to employ aconsumer, a manufacturer is said to employ a
pull strategy.pull strategy.
Alternatively, marketers can devote their sellingAlternatively, marketers can devote their selling
efforts to the channel members themselves,efforts to the channel members themselves,
providing direct incentives for them to stockproviding direct incentives for them to stock
and sell products to the end consumer. Thisand sell products to the end consumer. This
approach is called aapproach is called a push strategy.push strategy.
21. 5.21
Channel SupportChannel Support
Two such partnership strategies areTwo such partnership strategies are retail segmentationretail segmentation
activitiesactivities andand cooperative advertising programs.cooperative advertising programs.
Retail segmentationRetail segmentation
Retailers are “customers” tooRetailers are “customers” too
Cooperative advertisingCooperative advertising
A manufacturer pays for a portion of the advertising that aA manufacturer pays for a portion of the advertising that a
retailer runs to promote the manufacturer’s product and itsretailer runs to promote the manufacturer’s product and its
availability in the retailer’s place of business.availability in the retailer’s place of business.
22. 5.22
Web StrategiesWeb Strategies
Advantage of having both a physical “brick andAdvantage of having both a physical “brick and
mortar” channel and a virtual, online retailmortar” channel and a virtual, online retail
channelchannel
The Boston Consulting Group concluded thatThe Boston Consulting Group concluded that
multichannel retailers were able to acquiremultichannel retailers were able to acquire
customers at half the cost of Internet-onlycustomers at half the cost of Internet-only
retailers, citing a number of advantages for theretailers, citing a number of advantages for the
multichannel retailers.multichannel retailers.