1. Customer-based brand equity refers to the differential effect that brand knowledge has on consumer responses to marketing of that brand.
2. There are three key aspects of brand equity: differential effect, brand knowledge, and consumer response to marketing.
3. Building strong brand equity requires increasing brand awareness and forging positive associations so that the brand is recognized and recalled by consumers.
Kapferer's Brand Identity Prism is a framework that represents a brand's identity using six aspects: physique, personality, culture, relationship, reflection, and self-image. These aspects are divided into the constructed source/receiver and externalization/internalization dimensions. Kapferer's prism enables brand managers to assess their brand's strengths and weaknesses to create loyalty and value. Coca-Cola and Starbucks are examples of brands that can be analyzed using the six aspects of the Brand Identity Prism.
The document discusses customer-based brand equity (CBBE) and its key components. It outlines an associative network memory model for how brand knowledge is formed in the mind. It then describes the dimensions that make up CBBE, including brand salience, performance, imagery, judgments, and feelings. It presents a CBBE pyramid model showing the relationships between these dimensions and how they contribute to brand resonance.
DESIGNING MARKETING PROGRAMS TO BUILD BRAND EQUITYAvinash Singh
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.
The document discusses brand extensions and strategies for successful brand extensions. It provides examples of successful and unsuccessful brand extensions, such as Kingfisher beer/airlines as successful and Cadbury chocolate/Cadbury Schweppes as unsuccessful. It outlines the benefits and risks of brand extensions, including increasing revenue but potential for brand dilution. It also discusses different types of brand extensions and strategies companies use for extensions, like line, umbrella and dual branding. Finally, it provides a checklist for companies to consider when planning brand extensions.
Trends + Trendsetters: The Best in Beauty Content Marketing NewsCred
Our Industry Landscape guides aim to educate marketers on trends, opportunities, and content strategies that best-in-class brands are utilizing to engage their audiences.
In this guide, we’ll take a look at content marketing in the beauty industry. We'll also walk through the content hubs for Bobbi Brown, Chanel, Birchbox, L'Oreal, Maybelline, and Aesop and share key learnings from each.
Interested in learning more? We’d love to hear from you! Feel free to reach out at strategy@newscred.com.
A brand is a name, symbol or design that identifies a seller's goods/services and differentiates them from competitors. It is a product plus added dimensions that differentiate it. Brands create competitive advantage and provide value for both consumers and companies. Building customer-based brand equity involves creating brand knowledge structures through initial brand elements and marketing programs. Strong, favorable brand associations held in customer memory determine customer-based brand equity and its benefits like greater loyalty and price premiums.
1. Customer-based brand equity refers to the differential effect that brand knowledge has on consumer responses to marketing of that brand.
2. There are three key aspects of brand equity: differential effect, brand knowledge, and consumer response to marketing.
3. Building strong brand equity requires increasing brand awareness and forging positive associations so that the brand is recognized and recalled by consumers.
Kapferer's Brand Identity Prism is a framework that represents a brand's identity using six aspects: physique, personality, culture, relationship, reflection, and self-image. These aspects are divided into the constructed source/receiver and externalization/internalization dimensions. Kapferer's prism enables brand managers to assess their brand's strengths and weaknesses to create loyalty and value. Coca-Cola and Starbucks are examples of brands that can be analyzed using the six aspects of the Brand Identity Prism.
The document discusses customer-based brand equity (CBBE) and its key components. It outlines an associative network memory model for how brand knowledge is formed in the mind. It then describes the dimensions that make up CBBE, including brand salience, performance, imagery, judgments, and feelings. It presents a CBBE pyramid model showing the relationships between these dimensions and how they contribute to brand resonance.
DESIGNING MARKETING PROGRAMS TO BUILD BRAND EQUITYAvinash Singh
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.
The document discusses brand extensions and strategies for successful brand extensions. It provides examples of successful and unsuccessful brand extensions, such as Kingfisher beer/airlines as successful and Cadbury chocolate/Cadbury Schweppes as unsuccessful. It outlines the benefits and risks of brand extensions, including increasing revenue but potential for brand dilution. It also discusses different types of brand extensions and strategies companies use for extensions, like line, umbrella and dual branding. Finally, it provides a checklist for companies to consider when planning brand extensions.
Trends + Trendsetters: The Best in Beauty Content Marketing NewsCred
Our Industry Landscape guides aim to educate marketers on trends, opportunities, and content strategies that best-in-class brands are utilizing to engage their audiences.
In this guide, we’ll take a look at content marketing in the beauty industry. We'll also walk through the content hubs for Bobbi Brown, Chanel, Birchbox, L'Oreal, Maybelline, and Aesop and share key learnings from each.
Interested in learning more? We’d love to hear from you! Feel free to reach out at strategy@newscred.com.
A brand is a name, symbol or design that identifies a seller's goods/services and differentiates them from competitors. It is a product plus added dimensions that differentiate it. Brands create competitive advantage and provide value for both consumers and companies. Building customer-based brand equity involves creating brand knowledge structures through initial brand elements and marketing programs. Strong, favorable brand associations held in customer memory determine customer-based brand equity and its benefits like greater loyalty and price premiums.
How can companies use packaging,labeling, warranties,and guarantees as market...Sameer Mathur
This presentation is created as a part of a Marketing internship and is based on Chapter 11- 'Setting Product Strategy" from Kotler book of Marketing Management.
This chapter discusses how marketing programs and activities can build brand equity. It covers new perspectives in marketing like digitalization and customization. The implications for brand management include abandoning mass marketing for more personalized approaches. Experiential, one-to-one, and permission marketing are discussed as ways to actively involve consumers. The chapter also addresses integrating marketing mix elements like product strategy, pricing strategy, and channel strategy to support the brand.
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.
Perception and Marketing- Consumer BehaviorAqib Syed
A research technique that enables marketers to plot graphically consumers’ perceptions concerning product attributes of specific brands.
Perception and Marketing- Consumer Behavior
The document discusses Kevin Keller's model of customer-based brand equity. It describes brand equity as the differential effect that brand knowledge has on consumer response to marketing for that brand. The model includes six dimensions that comprise brand equity: brand identity, meaning, responses, resonance, salience, and imagery. Building strong brand equity requires marketers to establish brand awareness, create positive brand associations, and develop deep, active loyalty relationships between customers and the brand.
This document discusses strategic brand management. It defines a brand as a name, symbol or design that identifies a seller's products or services. For buyers, brands can reduce search costs, risks and provide psychological rewards. For sellers, brands can facilitate repeat purchases, new product introductions, promotional effectiveness and premium pricing. Effective brand management requires analyzing the market, customers, competitors and brand, tracking brand performance, understanding the product lifecycle, and measuring brand equity. It also discusses developing a brand identity strategy, managing a brand portfolio, leveraging brands through extensions and co-branding, and avoiding the seven deadly sins of brand management.
MEASURING SOURCES OF BRAND EQUITY: CAPURING CUSTOMER MINDSETAvinash Singh
The document discusses various qualitative and quantitative techniques for measuring sources of brand equity by capturing customer mindsets. It describes qualitative techniques like free association, projective techniques, and the Zaltman Metaphor Elicitation Technique (ZMET). Quantitative awareness, image, brand responses, and brand relationships are also covered. Comprehensive models for measuring customer-based brand equity are outlined, including the Brand Dynamics model, Equity Engines, and Young & Rubicam's Brand Asset Valuator (BAV) which uses five pillars to assess brand health.
This document discusses how to develop a strong brand personality to differentiate a brand from competitors. It defines brand personality as the human traits and characteristics assigned to a brand to achieve differentiation. It notes that brand personality reflects how people feel about a brand rather than what they think it is. The document recommends getting a unique voice, using emotion, being visual, creating stories, and using characters to effectively project brand personality. It also outlines five dimensions of brand personality defined by Jennifer Aaker: sincerity, excitement, competence, sophistication, and ruggedness. The importance of brand personality in building strong, loyal brands that stand out from competitors is emphasized.
This document discusses brand extensions, including definitions of brand, line extensions, and category extensions. It outlines the advantages of brand extensions such as leveraging brand equity, reducing costs, and providing feedback benefits to the parent brand. Potential disadvantages include confusing consumers, retailer resistance if the extension fails, and diluting the parent brand image. The document provides guidelines for when extensions are appropriate and how consumers evaluate extensions, including having awareness and positive associations about the parent brand that transfer to the extension. It also lists factors that can lead to product failures such as an insufficient market or inaccurate research.
This document discusses different types of brands and brand strategies. It defines what a brand is and explains that brands can convey six levels of meaning. It then discusses three types of brands: functional brands which satisfy functional needs, experiential brands which provide experiences, and brand image which is the impression in consumers' minds. The document also outlines several brand strategies such as line extensions, brand extensions, multi brands, new brands, co-branding, and umbrella brands. It provides examples for each strategy and discusses factors like congruence that determine the success of different strategies.
This document outlines Keller's Customer-Based Brand Equity (CBBE) model for building brand equity. It discusses how brands convey meanings and benefits to influence consumer choice. Quality experiences and brand resonance can positively impact brand equity. Keller's CBBE model examines how consumer learning, feelings, perceptions and opinions become linked to a brand over time through consistent marketing. The strategic brand management process involves developing brand plans, implementing marketing programs, measuring performance, and sustaining equity.
This document discusses strategies for managing brands over time, including reinforcing and revitalizing brands. It outlines several approaches to reinforce brands such as maintaining consistency in marketing support and protecting sources of brand equity. To revitalize brands, companies can expand brand awareness through increased usage, refresh or create new sources of brand equity, and improve brand image by repositioning the brand or changing brand elements. Entering new markets and adjusting brand portfolios through migration strategies or acquiring new customers are also discussed as options to revitalize fading brands.
The document discusses various aspects of brand management including defining brands and brand equity, developing brand positioning, and measuring brand performance. It covers common brand equity models like Aaker's model and BrandZ, and how they measure elements such as brand strength, relevance, and consumer perceptions. It also outlines strategies for managing brand equity like brand reinforcement, extensions, and handling brand crises.
The document discusses differentiation and product positioning. It provides examples of how to position products or services by attributes, benefits, users, quality, price, and competitors. It also discusses communicating positioning through a target audience-focused positioning statement. Differentiation tools include focusing on product variations, personnel, channels, and brand image. Effective differentiation creates a difference that is important, distinct, superior, preemptive, affordable, and profitable for the target market.
1. Brand management includes analyzing how a brand is positioned in retail and maintaining its reputation.
2. Brand equity represents the added value provided to a product from past marketing investments. It links past brand performance to future brand actions.
3. Successful retail branding ensures stable long-term demand, better margins, product differentiation, trust in fulfillment of expectations, and protection from competition.
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.
CHOOSING BRAND ELEMENTS TO BUILD BRAND EQUITYAvinash Singh
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 how to choose brand elements that build brand equity. It explains that brand knowledge depends on initial brand element choices, marketing programs, and other associations. Good brand elements are memorable, meaningful, likeable, transferable, adaptable, and protectable. Examples of different types of brand elements are provided like names, slogans, logos, symbols, characters, URLs, packaging and their role in building brand awareness and associations. Guidelines are given for selecting each element type to achieve brand objectives.
The document discusses Porter's Five Forces model for analyzing industry competition and attractiveness. It describes each of the five competitive forces - threat of new entrants, bargaining power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. It provides examples of how each force can impact an industry using Coca-Cola's industry as an example. The document also discusses competitive advantages firms can achieve through cost leadership or differentiation strategies and notes some strengths and limitations of Porter's Five Forces model.
Brand equity refers to the added value that a brand name provides to products and services. It is created by the differential effect of brand knowledge on consumer response to marketing of the brand. There are several models for measuring brand equity, including brand asset valuing, Aaker's model, BrandZ, and brand resonance. Building strong brand equity involves choosing memorable and meaningful brand elements, developing positive brand associations through marketing, and indirectly transferring associations from other entities linked to the brand. Measuring brand equity provides benefits for companies such as increased customer loyalty and insulation from competitors.
How can companies use packaging,labeling, warranties,and guarantees as market...Sameer Mathur
This presentation is created as a part of a Marketing internship and is based on Chapter 11- 'Setting Product Strategy" from Kotler book of Marketing Management.
This chapter discusses how marketing programs and activities can build brand equity. It covers new perspectives in marketing like digitalization and customization. The implications for brand management include abandoning mass marketing for more personalized approaches. Experiential, one-to-one, and permission marketing are discussed as ways to actively involve consumers. The chapter also addresses integrating marketing mix elements like product strategy, pricing strategy, and channel strategy to support the brand.
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.
Perception and Marketing- Consumer BehaviorAqib Syed
A research technique that enables marketers to plot graphically consumers’ perceptions concerning product attributes of specific brands.
Perception and Marketing- Consumer Behavior
The document discusses Kevin Keller's model of customer-based brand equity. It describes brand equity as the differential effect that brand knowledge has on consumer response to marketing for that brand. The model includes six dimensions that comprise brand equity: brand identity, meaning, responses, resonance, salience, and imagery. Building strong brand equity requires marketers to establish brand awareness, create positive brand associations, and develop deep, active loyalty relationships between customers and the brand.
This document discusses strategic brand management. It defines a brand as a name, symbol or design that identifies a seller's products or services. For buyers, brands can reduce search costs, risks and provide psychological rewards. For sellers, brands can facilitate repeat purchases, new product introductions, promotional effectiveness and premium pricing. Effective brand management requires analyzing the market, customers, competitors and brand, tracking brand performance, understanding the product lifecycle, and measuring brand equity. It also discusses developing a brand identity strategy, managing a brand portfolio, leveraging brands through extensions and co-branding, and avoiding the seven deadly sins of brand management.
MEASURING SOURCES OF BRAND EQUITY: CAPURING CUSTOMER MINDSETAvinash Singh
The document discusses various qualitative and quantitative techniques for measuring sources of brand equity by capturing customer mindsets. It describes qualitative techniques like free association, projective techniques, and the Zaltman Metaphor Elicitation Technique (ZMET). Quantitative awareness, image, brand responses, and brand relationships are also covered. Comprehensive models for measuring customer-based brand equity are outlined, including the Brand Dynamics model, Equity Engines, and Young & Rubicam's Brand Asset Valuator (BAV) which uses five pillars to assess brand health.
This document discusses how to develop a strong brand personality to differentiate a brand from competitors. It defines brand personality as the human traits and characteristics assigned to a brand to achieve differentiation. It notes that brand personality reflects how people feel about a brand rather than what they think it is. The document recommends getting a unique voice, using emotion, being visual, creating stories, and using characters to effectively project brand personality. It also outlines five dimensions of brand personality defined by Jennifer Aaker: sincerity, excitement, competence, sophistication, and ruggedness. The importance of brand personality in building strong, loyal brands that stand out from competitors is emphasized.
This document discusses brand extensions, including definitions of brand, line extensions, and category extensions. It outlines the advantages of brand extensions such as leveraging brand equity, reducing costs, and providing feedback benefits to the parent brand. Potential disadvantages include confusing consumers, retailer resistance if the extension fails, and diluting the parent brand image. The document provides guidelines for when extensions are appropriate and how consumers evaluate extensions, including having awareness and positive associations about the parent brand that transfer to the extension. It also lists factors that can lead to product failures such as an insufficient market or inaccurate research.
This document discusses different types of brands and brand strategies. It defines what a brand is and explains that brands can convey six levels of meaning. It then discusses three types of brands: functional brands which satisfy functional needs, experiential brands which provide experiences, and brand image which is the impression in consumers' minds. The document also outlines several brand strategies such as line extensions, brand extensions, multi brands, new brands, co-branding, and umbrella brands. It provides examples for each strategy and discusses factors like congruence that determine the success of different strategies.
This document outlines Keller's Customer-Based Brand Equity (CBBE) model for building brand equity. It discusses how brands convey meanings and benefits to influence consumer choice. Quality experiences and brand resonance can positively impact brand equity. Keller's CBBE model examines how consumer learning, feelings, perceptions and opinions become linked to a brand over time through consistent marketing. The strategic brand management process involves developing brand plans, implementing marketing programs, measuring performance, and sustaining equity.
This document discusses strategies for managing brands over time, including reinforcing and revitalizing brands. It outlines several approaches to reinforce brands such as maintaining consistency in marketing support and protecting sources of brand equity. To revitalize brands, companies can expand brand awareness through increased usage, refresh or create new sources of brand equity, and improve brand image by repositioning the brand or changing brand elements. Entering new markets and adjusting brand portfolios through migration strategies or acquiring new customers are also discussed as options to revitalize fading brands.
The document discusses various aspects of brand management including defining brands and brand equity, developing brand positioning, and measuring brand performance. It covers common brand equity models like Aaker's model and BrandZ, and how they measure elements such as brand strength, relevance, and consumer perceptions. It also outlines strategies for managing brand equity like brand reinforcement, extensions, and handling brand crises.
The document discusses differentiation and product positioning. It provides examples of how to position products or services by attributes, benefits, users, quality, price, and competitors. It also discusses communicating positioning through a target audience-focused positioning statement. Differentiation tools include focusing on product variations, personnel, channels, and brand image. Effective differentiation creates a difference that is important, distinct, superior, preemptive, affordable, and profitable for the target market.
1. Brand management includes analyzing how a brand is positioned in retail and maintaining its reputation.
2. Brand equity represents the added value provided to a product from past marketing investments. It links past brand performance to future brand actions.
3. Successful retail branding ensures stable long-term demand, better margins, product differentiation, trust in fulfillment of expectations, and protection from competition.
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.
CHOOSING BRAND ELEMENTS TO BUILD BRAND EQUITYAvinash Singh
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 how to choose brand elements that build brand equity. It explains that brand knowledge depends on initial brand element choices, marketing programs, and other associations. Good brand elements are memorable, meaningful, likeable, transferable, adaptable, and protectable. Examples of different types of brand elements are provided like names, slogans, logos, symbols, characters, URLs, packaging and their role in building brand awareness and associations. Guidelines are given for selecting each element type to achieve brand objectives.
The document discusses Porter's Five Forces model for analyzing industry competition and attractiveness. It describes each of the five competitive forces - threat of new entrants, bargaining power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. It provides examples of how each force can impact an industry using Coca-Cola's industry as an example. The document also discusses competitive advantages firms can achieve through cost leadership or differentiation strategies and notes some strengths and limitations of Porter's Five Forces model.
Brand equity refers to the added value that a brand name provides to products and services. It is created by the differential effect of brand knowledge on consumer response to marketing of the brand. There are several models for measuring brand equity, including brand asset valuing, Aaker's model, BrandZ, and brand resonance. Building strong brand equity involves choosing memorable and meaningful brand elements, developing positive brand associations through marketing, and indirectly transferring associations from other entities linked to the brand. Measuring brand equity provides benefits for companies such as increased customer loyalty and insulation from competitors.
Brand equity refers to the value added to a product or service by its brand name. There are four main dimensions of brand equity: brand awareness and associations in consumers' minds, influence on purchase behavior, impact on market position and financial performance, and the monetary value of the brand as an asset. Brand equity is created through strong, favorable, and unique brand associations related to the brand's awareness, perceived quality, loyalty, and other attributes. Measuring these dimensions can provide an assessment of a brand's relative strength and equity.
The document discusses creating brand equity and building strong brands. It defines brand equity as the added value provided to products and services due to branding. Specifically, customer-based brand equity refers to how brand knowledge influences consumer response. Aaker's model views brand equity as consisting of five categories of assets and liabilities - brand loyalty, brand awareness, perceived quality, brand associations, and other proprietary assets.
Michael Porter developed the Five Forces model for analyzing industry competition and profitability. The five competitive forces are the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products, and the intensity of rivalry among existing competitors. The model helps understand an industry's structure and weaknesses to develop strategies. It was applied to analyze Coca-Cola, identifying traditional competitors, potential new entrants, substitute drinks, supplier power over ingredients, and buyers' combined purchase power as key competitive forces.
Porter's Five Forces model is used to analyze the competitive environment in an industry and determine its profitability. The five forces are: 1) threat of new entrants, 2) bargaining power of suppliers, 3) threat of substitutes, 4) rivalry among existing competitors, and 5) bargaining power of customers. The model helps firms understand the industry structure and develop corporate strategies accordingly. For example, in the auto industry, there are many substitute options for sedans which increases the threat of substitutes. Suppliers also have strong bargaining power which affects industry profitability.
This document summarizes Michael Porter's Five Forces model of competition. It was developed by Michael Porter to analyze industry structure and competition. The five competitive forces are: the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products, and competitive rivalry between existing competitors. The document explains each of these forces and factors that influence the degree of each force within an industry.
Porters five force strategy for Banking IndustrySanjay Kumbhar
The document analyzes the banking industry using Porter's Five Forces model. It examines the threats of new entrants, power of suppliers and buyers, competitive rivalry, and availability of substitutes. It finds that the threat of new entrants is low due to regulatory barriers. The power of suppliers and buyers is high given limited options and customer loyalty. Competitive rivalry is also high since banks offer similar products and services. Substitutes pose a medium threat from non-banking financial institutions. In conclusion, most forces score high, suggesting the industry is unfavorable for new entrants.
The document discusses brand equity and how it is viewed from the perspectives of consumers and manufacturers. It defines brand equity as the added value endowed to products and services through positive consumer perception and experience with the brand over time. This value is reflected in consumer behavior and financial performance for the brand. The document also examines several models for measuring and evaluating brand equity, including brand assets, awareness, loyalty, and consumer perceptions that contribute to brand value. It explores approaches for reinforcing, tracking, and sustaining brand equity over the long run.
The document provides an overview of outdoor advertising methods used by Vodafone and Airtel in India. It discusses various types of outdoor advertising like billboards, bus shelters, transit advertising, radio advertisements, and alternative media placements. It also provides background information on Vodafone and Airtel, including their histories and expansion over the years to become two of the largest mobile network operators in India. Specific examples of outdoor advertising used by each company are highlighted.
The document outlines five factors that influence the competitiveness of an industry: 1) the threat of new entrants, which can decrease profitability unless barriers to entry are high; 2) the threat of substitute products which increases customer propensity to switch; 3) the bargaining power of customers, which affects sensitivity to price changes; 4) the bargaining power of suppliers, which can exert power over firms if substitutes are limited; and 5) the intensity of competitive rivalry, which is a major determinant of industry competitiveness.
This document discusses the concept and history of boycotting. It defines a boycott as consumers refraining from purchases to achieve objectives, typically in response to corporate practices. Boycotts are viewed as a form of prosocial behavior intended to benefit others. Research finds that perceptions of a situation's egregiousness, beliefs in making a difference through boycotting, self-enhancement motivations, counterarguments against boycotting, and costs of constrained consumption all influence an individual's decision to participate in a boycott. The document also briefly outlines the origins and etymology of the term "boycott."
Montgommary Bus Boycott powerpont presentationpaul torres
While Rosa Parks is credited with sparking the Montgomery Bus Boycott, there were other women who helped ensure its success. The first meeting to plan the boycott was held at the Holt Street Church after Parks' arrest. The boycott lasted over 381 days, causing the city of Montgomery to lose $250,000. It ultimately succeeded in changing the law and securing rights for the black community.
Whistleblowers: A study of employee decision-makingTina Lamb
This chapter summarizes the findings from interviews with 18 management consultants who blew the whistle on unethical activities. The interviews explored the events leading to their whistleblowing, the consequences they faced, and whether they would make the same choice again. Key findings include that participants felt blowing the whistle was the right ethical choice based on their moral standards and professional responsibilities, though it led to both positive and negative consequences for some. Most said they would report unethical behavior again.
Report: Integrated marketing communications plan WeveIan Adams
Presentation: http://www.slideshare.net/adamsian3/presentation-integrated-marketing-communications-plan
In this report, an integrated communications strategy will be devised for mobile commerce based on the organisation WEVE, who are a joint venture between EE, telefonica (O2) and Vodafone, the three biggest mobile network providers in the UK.
This unofficial transcript is for Rebecca Pierce and shows that she earned a Doctor of Education degree in Educational Leadership and Management from Capella University in 2016. Over the course of 7 years, she maintained a 4.0 GPA while completing 168 credit hours, including coursework, dissertation research credits, and a dissertation titled "Using Goal Setting to Improve Student Reading Performance in Florida". She graduated with distinction in November 2016.
Michael Porter developed the Porter five forces framework for analyzing industries and their competitive environment. The five forces include: the threat of new entrants, power of suppliers, power of buyers, threat of substitutes, and competitive rivalry within an industry. The framework helps understand an industry's structure and profitability by examining the strength of each of these five competitive forces.
Brand equity is not increasingly important to today's business, according to the document. The document provides four key arguments for this position: 1) the importance of brand equity components has not changed over time, 2) market share is not important for all businesses, 3) sustainability and corporate social responsibility have always been important business objectives, and 4) business ethics have always played a role in international business. Examples and studies are provided for each argument.
The document introduces Porter's Five Forces model for analyzing industry competition and attractiveness. It describes the five competitive forces that influence industry competition: threat of new entrants, bargaining power of suppliers, bargaining power of buyers, threat of substitute products, and rivalry among existing competitors. It then provides examples of how each force applies to Coca-Cola's industry and discusses strengths and limitations of the five forces model.
What Are the Advantages of Getting a Bachelor’s in Criminal Justice?Capella University
This document outlines the advantages of obtaining a bachelor's degree in criminal justice. It discusses how those with a bachelor's in criminal justice earn 22% higher salaries on average than those with just a high school diploma or associate's degree. A criminal justice degree can open up career opportunities in law enforcement, corrections, security, and emergency management. It can also help professionals already in the field expand their skills in areas like ethics, problem solving, cultural diversity, and communication. The document then provides details on Capella University's online criminal justice program, including its flexibility, competency-based curriculum, and partnerships with criminal justice organizations.
Porter's Five Forces model analyzes five competitive forces that shape an industry: 1) rivalry among existing competitors, 2) threat of new entrants, 3) bargaining power of suppliers, 4) bargaining power of buyers, and 5) threat of substitute products. The model helps businesses understand the profitability and attractiveness of an industry sector by identifying its weaknesses and strengths. Analyzing these competitive forces can help companies improve their profitability by adjusting their strategy accordingly.
Porters 5 Forces Model identifies 5 competitive forces that shape an industry: (1) threat of new entrants, (2) bargaining power of suppliers, (3) bargaining power of customers, (4) threat of substitute products, and (5) competitive rivalry. This model helps analyze an industry's weaknesses and strengths. For IKEA, rivalry is intense but barriers to entry are high. Customer bargaining power is strong while supplier power is low. Substitute threats are also low. For Coca-Cola Enterprises, economies of scale are a barrier to entry while supplier relationships are strong. Customer switching costs are low and competitive rivalry is high.
Michael porter's five force model ( porter's competitive enviroment analysis)Suleyman Ally
porters five forces, advantages and its limitation. features of attractive and unattractive competitive enviroment, cirmustances that couses higher supplier and customer bargaining power,
This document discusses Porter's five forces framework for analyzing industry competition and profitability. It explains the five competitive forces - competitive rivalry, threat of new entry, bargaining power of suppliers, bargaining power of buyers, and threat of substitutes. It provides examples of how these forces impact industry profitability. Strategies are presented for differentiating products to minimize competitive forces, including using perceptual maps to identify brand positioning opportunities.
This document summarizes key aspects of analyzing a company's external environment, including the macroenvironment, industry environment, and competitive forces. It discusses Porter's five forces model and how to assess the competitive intensity and attractiveness of an industry based on factors like rivalry, threat of new entry and substitution, and bargaining powers of suppliers and buyers. Key drivers of change and their impact on competitive dynamics are also addressed.
The five forces model of competition originated from Michael Porter's 1980 book "Competitive Strategy" and has become a widely used framework for analyzing industry structure and corporate strategy. The model identifies five competitive forces that shape every industry: the threat of new entrants, the power of suppliers and buyers, the availability of substitutes, and the intensity of competitive rivalry. These forces influence industry profitability and attractiveness.
The document discusses Porter's five forces model for analyzing industry competition. It describes the five competitive forces as the bargaining power of suppliers, the bargaining power of customers, the threat of new entrants, the threat of substitutes, and competitive rivalry between existing players. The model helps analyze the attractiveness of industries, compare competitive situations, and identify options for influencing the competitive forces in a company's favor through strategic actions.
Porter's five forces model analyzes the competitive intensity and profitability of an industry by examining five forces: the threat of substitute products or services, the threat of established rivals, the threat of new entrants, the bargaining power of suppliers, and the bargaining power of customers. These forces determine the microenvironment that affects a company's ability to serve its customers and earn profits. The five forces framework is used to analyze factors like competitive rivalry, suppliers' and customers' negotiating power, and the threat of substitutes and new competitors entering the market.
This document provides an approach for how to brand commodities. It outlines a 4 step process: 1) Carve up the market by identifying customers willing to pay for differentiation, 2) Differentiate the product by adding value through customization, consistency, or enhancements, 3) Bundle multiple sources of differentiation to prevent competitors from replicating them, and 4) Deliver on the market offering through business systems that provide the tangible value. The key is to understand customer needs beyond direct customers, differentiate in ways that are robust enough to withstand scrutiny, bundle differentiators to strengthen the brand, and execute effectively to deliver real value.
Michael Porter developed the 5 forces framework to analyze industry competition and inform business strategy. The 5 forces include the threat of new entrants, power of suppliers and customers, and threat of substitutes and industry rivals. Porter also described generic strategies of cost leadership, differentiation, and focus that companies can adopt based on 5 forces analysis. The document provides examples of each force and strategy to analyze competitive environments and guide strategic decision making.
Porter's Five Forces model analyzes five competitive forces that determine the profitability and attractiveness of an industry. The five forces are: the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitutes, and competitive rivalry within an industry. The model helps understand where power lies in a business situation and assess the strength of a company's competitive position.
1. Threats of Substitute Products or Services
2. Threats of New Entrants
3. Bargaining Power of Buyer
4. Bargaining Power of Supplier
5. Competitive Rivalry
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Porter's Five Forces model examines five key competitive forces that shape every industry: the threat of new entrants, the power of suppliers, the power of buyers, the threat of substitutes, and competitive rivalry among existing competitors. The model helps analyze an industry's structure to determine its attractiveness and develop appropriate business strategies. For example, strategies to reduce supplier bargaining power include vertical integration and diversifying suppliers. The model is useful for understanding an industry's dynamics as the five forces vary in intensity across industries.
This document discusses Porter's Five Forces framework for analyzing industry competition and outlines the key forces: competitive rivalry, bargaining power of suppliers, bargaining power of customers, threat of new entrants, and threat of substitute products. It then provides an example analysis of the athletic footwear and apparel industry using Under Armour, examining how each of the five forces applies. Finally, it introduces PESTEL analysis, outlining the political, economic, social, technological, environmental, and legal factors that shape the business environment.
The document discusses various frameworks for conducting a situation analysis for advertising planning, including the 5Cs analysis, SWOT analysis, Porter's 5 forces model, AIDA model, DAGMAR model, and hierarchy of effects model. It explains how to use these models to analyze the company, competitors, customers, collaborators, climate/environment, and to identify strengths, weaknesses, opportunities, threats. It also discusses how to define advertising objectives and target audiences, and the importance of brand personality in positioning strategy. The planning process involves situation analysis, objective setting, targeting, strategy development, implementation, and evaluation.
This document summarizes Michael Porter's framework of the five competitive forces that shape industry competition and profitability. The five competitive forces are the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products, and rivalry among existing competitors. Understanding how these forces interact in an industry allows companies to develop strategies to enhance long-term profits, such as positioning in areas where competitive forces are weakest. Porter provides examples of industries like commercial aviation that have many intense competitive forces, resulting in low profitability, and industries like software that have more benign forces and higher profits.
The strategic planning process requires considerable thought and planning on the part of a company’s upper-level management. Before settling on a plan of action and then determining how to strategically implement it, executives may consider many possible options.
This document discusses Porter's Five Forces model and its application to analyzing the competitive environment of Nokia's business. It provides an overview of each of the five competitive forces - threat of new entrants, threat of substitutes, bargaining power of suppliers, bargaining power of buyers, and competitive rivalry. It then gives a brief history of Nokia, describing its growth into a leading telecommunications equipment manufacturer with a strong brand presence globally and in local Indian markets.
This document summarizes Michael Porter's Five Forces model of strategic analysis. The five competitive forces that determine the profitability and attractiveness of an industry are: the bargaining power of suppliers, the bargaining power of customers, the threat of new entrants, the threat of substitutes, and the threat of existing competition. Each force is influenced by several factors that must be analyzed internally regarding a company's resources and externally regarding industry conditions. The model provides a framework for analyzing an industry's structure to determine where power lies and how a company can gain competitive advantages.
Similar to Porters 5 force & aaker brand equity model (20)
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Unlock the secrets to enhancing your digital presence with our masterclass on mastering online visibility. Learn actionable strategies to boost your brand, optimize your social media, and leverage SEO. Transform your online footprint into a powerful tool for growth and engagement.
Key Takeaways:
1. Effective techniques to increase your brand's visibility across various online platforms.
2. Strategies for optimizing social media profiles and content to maximize reach and engagement.
3. Insights into leveraging SEO best practices to improve search engine rankings and drive organic traffic.
Conferences like DigiMarCon provide ample opportunities to improve our own marketing programs by learning from others. But just because everyone is jumping on board with the latest idea/tool/metric doesn’t mean it works – or does it? This session will examine the value of today’s hottest digital marketing topics – including AI, paid ads, and social metrics – and the truth about what these shiny objects might be distracting you from.
Key Takeaways:
- How NOT to shoot your digital program in the foot by using flashy but ineffective resources
- The best ways to think about AI in connection with digital marketing
- How to cut through self-serving marketing advice and engage in channels that truly grow your business
Trust Element Assessment: How Your Online Presence Affects Outbound Lead Gene...Martal Group
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I themed this deck using Baldur's Gate 3 characters: Gale as Search and Astarion as Social
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Myself Janani Digital marketing consultant located in coimbatore I offer all kinds of digital marketing services for your business requirements such as SEO SMO SMM SMO CAMPAIGNS content writing web design for all your business needs with affordable cost
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5. Campaigns
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- You don't need a large team to start a content marketing program
- A webinar program yields a "one-to-many" approach to content creation
- Use partnerships and licensing to create new content assets
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Integration of Email and Social Media: Understanding how to seamlessly integrate email marketing with social media efforts to expand reach and reinforce brand presence. Building a Robust Email List: Strategies for developing a strong email list that provides a direct line of communication to your audience, independent of social media algorithms. Data Integration for Targeted Campaigns: Leveraging combined data from email and social media to create personalized, targeted marketing campaigns that resonate with the audience. Utilization of AI Tools: Implementing AI and automation tools to enhance efficiency and effectiveness across marketing channels. Consistent Brand Voice Across Platforms: Maintaining a unified brand voice and message across all digital platforms to strengthen brand identity and user trust. Proactive Adaptation to Platform Changes: Staying ahead of social media platform changes and algorithm updates to keep engagement high and interactions meaningful. Conversion of Social Followers to Email Subscribers: Techniques to encourage social media followers to subscribe to email, ensuring a direct and consistent connection. Sustainable Growth and Minimized Platform Dependence: Strategies to diversify digital presence and reduce reliance on any single social media platform, thereby mitigating risks associated with platform volatility.
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• Clear and compelling evidence that most legacy SEO metrics and tactics have slim to no impact on SEO outcomes
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Key Takeaways:
Primary Learning Objective
1: Grasp when artificial general intelligence (""AGI"") will arrive, and how your brand can navigate the consequences. Primary Learning Objective
2: Gain an accurate analysis of the continuously developing customer journey and business intelligence. Primary Learning Objective
3: Grow revenue at lower costs with more efficient marketing and business operations.
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Yes, It's Your Fault Book Launch WebinarDemandbase
From Blame to Gain: Achieving Sales and Marketing Alignment to Drive B2B Growth.
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In this webinar, you’ll discover:
The underlying dynamics fueling sales and marketing misalignment
How to implement practical solutions without disrupting day-to-day operations
How to cultivate a culture of collaboration and unity for long-term success
How to align on metrics that matter
Why it’s essential to break down technology and data silos
How ABM can be a powerful unifier
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1. Porters 5 Force Model
&
Aaker’s Brand Equity Model
Presented by
Harshal Verma
2. Porter 5 force model
“The Porter's 5 Forces Model” is introduced by Michael E.
Porter, Professor in Harvard Business School.
Five Forces Analysis assumes that there are five important
forces that determine competitive power in a business
situation.
Three forces from 'horizontal' competition:
1. The threat of substitute products or services,
2. The competitive rivalry in industry,
3. The threat of new entrants;
Two forces from 'vertical' competition:
4. The bargaining power of suppliers and,
5. The bargaining power of customers.
2
4. Importance of The 5 Forces
What strategy to use?
Basic knowledge of business strategy & forces that influence
the decision making.
Industry analysis (relevance, players, structure, Future
changes)
Strategize (Competitive advantage, Cost advantage,
Market dominance, New product development,
Diversification, Price leadership, Global, Re-engineering,
Restructuring)
Measure and monitor strategy effectiveness.
4
5. Threats of New Entrants
The easier it is for new companies to enter the industry, the
more cutthroat competition there will be.
Factors that can limit the threat of new entrants are
Time & Cost of entry
Specialist knowledge
Economies of scale
Cost advantage
Technology protection
Loyal customers
Barriers of entrants
Example – MacDonalds
5
6. Threat of Substitutes
Threats of Substitute in the Porter’s theory actually means
goods and services that does similar functions.
If substitution is easy and substitution is viable, then this
weakens your power.
Factors
Relative price performance of substitute
Buyer switching costs
Ease of substitution
Substandard product
Quality depreciation
level of product differentiation
6
7. Contd.
Porter recommends that by doing advertising, product quality
improvement, marketing, R&D and product distribution, an
industry can improve its collective position against the
substitute.
Example- landline phone with a cellular phone, coke and
water, facebook and twitter.
7
8. Competitive Rivalry in industry
For most industries the intensity of competitive rivalry is the
major determinant of the competitiveness of the industry.
Factors
Numbers of competitors
Quality differences
Switching cost
Customer loyalty
Current industry growth rate
Industry structure
Level of advertising expense
Degree of transparency
Example- KFC, MacDonalds, Pizza Hut, Subway
8
9. Bargaining power of Customers
The ability of customers to put the firm under pressure, which
also affects the customer's sensitivity to price changes.
The buyer power is high if the buyer has many alternatives.
The buyer power is low if they act independently e.g. If a large
number of customers will act with each other and ask to make
prices low the company will have no other choice because of
large number of customers pressure.
Factors
Number of customers
Size of each order
Buyer Price sensitivity
Buyers switching cost relative to firm switching Cost
Example- Coca-Cola
9
10. Bargaining power of Suppliers
Suppliers of raw materials, components, labor, and services
(such as expertise) to the firm can be a source of power over
the firm when there are few substitutes.
The fewer the supplier choices you have, and the more you
need suppliers' help, the more powerful your suppliers are.
Factors
Numbers of suppliers
Size of the suppliers
Uniqueness of services
Your ability of substitute
Employee solidarity
Cost of changing
Supplier switching costs relative to firm switching costs
10
11. Aaker’s Brand Equity Model
11
The Aaker Model, created by David Aaker,
marketing professor at the University of California-Berkeley.
Aaker views brand equity as a set of five categories of brand
assets and liabilities linked to a brand that add to or subtract
from the value provided by a product or service to a firm
and/or to that firm’s customers.
BRAND EQUITY = BRAND AWARENESS + BRAND LOYALTY +
BRAND ASSOCIATION + PERCEIVED QUALITY
+ OTHER PROPRIETARY ASSETS
13. Brand loyalty
13
The extent to which people are loyal to a brand is expressed in
the following factors.
Reduced marketing costs : hanging on to loyal customers is
cheaper than charming potential new customers.
Trade leverage : loyal customers represent a stable source of
revenue for the distributive trade.
Attracting new customers : current customers can help
boost name awareness and hence bring in new customers.
Time to respond to competitive threats : loyal customers
that are not quick to switch brands give a company more time
to respond to competitive threats.
14. Brand Awareness
14
The extent to which a brand is known among the public, which
can be measured using the following parameters.
Anchor to which associations can be attached : depending
on the strength of the brand name, more or fewer
associations can be attached to it, which will, in turn,
eventually influence brand awareness.
Familiarity and liking : consumers with a positive attitude
towards a brand, will talk about it more and spread brand
awareness.
Commitment to a brand.
Brand to be considered during the purchasing process : to
what extent does the brand form part of the evoked set of
brands in a consumer’s mind.
15. Perceived Quality
15
The extent to which a brand is considered to provide good
quality products can be measured.
The quality offered by the product/ brand is a reason to buy it
Level of differentiation/ position in relation to competing
brands.
Price : as the product becomes more complex to assess, and
status is at play, consumers tend to take price as a quality
indicator.
Availability in different sales channels : consumers have a
higher quality perception of brands that are widely available.
The number of line/ brand extensions : this can tell the
consumer the brand stands for a certain quality guarantee
that is applicable on a wide scale
16. Brand Association
16
Associations triggered by a brand can be assessed on the basis of the
five following indicator.
The extent to which a brand name is able to ‘retrieve’ associations
from the consumer’s brain : such information from TV advertising.
The extent to which association contribute to brand differentiation
in relation to the competition : these can be abstract associations,
such as ‘vitality’
The extent to which brand associations play a role in the buying
process : the greater this extent, the higher the total brand equity.
The extent to which brand associations create positive attitude/
feelings : the greater this extent, the higher the total brand equity.
The number of brand extensions in the market : the greater this
number, the greater the opportunity to add brand associations
17. Other Proprietary Assets
17
Patent and Intellectual property rights
Relations with trade partners and,
Airlines landings slots ( The more proprietary rights a brand
has accumulated the greater the brand competitive edge in
those fields)