1. LEVERAGING SECONDARY BRANDLEVERAGING SECONDARY BRAND
KNOWLEDGE TO BUILD BRAND EQUITYKNOWLEDGE TO BUILD BRAND EQUITY

2. 7.2
Figure 2-9 Building Customer-Based Brand Equity
BRAND BUILDING TOOLS AND OBJECTIVES CONSUMER KNOWLEDGE EFFECTS BRANDING BENEFITS
Choosing Brand Elements
Brand name Memorability
Logo Meaningfulness
Symbol Appeal
Character Transferability
Packaging Adaptability
Slogan Protectability
Developing Marketing Programs
Product Tangible and intangible benefits
Price Value perceptions
Distribution channels Integrate”push” and “pull”
Communications Mix and match options
Leverage of Secondary Associations
Company
Country of origin
Channel of distribution
Other brands
Endorsor
Event
Awareness
Meaningfulness
Transferability
Possible Outcomes
Greater loyalty
Less vulnerability to competitive
marketing actions and crises
Larger margins
More elastic response to price
decreases
More inelastic response to price
increases
Greater trade cooperation and
support
Increased marketing communication
efficiency and effectiveness
Possible licensing opportunities
More favorable brand extension
evaluations
Brand Awareness
Depth
Breadth
Recall
Recognition
Purchase
Consumption
Brand Associations
Strong
Favorable
Unique
Relevance
Consistency
Desirable
Deliverable
Point-of-parity
Point-of-difference

3. 7.3
Leveraging Secondary AssociationsLeveraging Secondary Associations
 Creation of new brand associationsCreation of new brand associations
 Effects on existing brand knowledgeEffects on existing brand knowledge
 Awareness and knowledge of the entityAwareness and knowledge of the entity
 Meaningfulness of the knowledge of the entityMeaningfulness of the knowledge of the entity
 Transferability of the knowledge of the entityTransferability of the knowledge of the entity

4. 7.4
Leveraging Secondary AssociationsLeveraging Secondary Associations
 Brand associations may themselves be linked to otherBrand associations may themselves be linked to other
entities, creating secondary associations:entities, creating secondary associations:
 Company (through branding strategies)Company (through branding strategies)
 Country of origin (through identification of product origin)Country of origin (through identification of product origin)
 Channels of distribution (through channels strategy)Channels of distribution (through channels strategy)
 Other brands (through co-branding)Other brands (through co-branding)
 Special case of co-branding isSpecial case of co-branding is ingredient brandingingredient branding
 Characters (through licensing)Characters (through licensing)
 Celebrity spokesperson (through endorsement advertising)Celebrity spokesperson (through endorsement advertising)
 Events (through sponsorship)Events (through sponsorship)
 Other third-party sources (through awards and reviews)Other third-party sources (through awards and reviews)

5. 7.5
Co-BrandingCo-Branding
 Occurs when two or more existing brands areOccurs when two or more existing brands are
combined into a joint product or are marketedcombined into a joint product or are marketed
together in some fashiontogether in some fashion
 Examples:Examples:
 Sony EricssonSony Ericsson

6. 7.6
Ingredient BrandingIngredient Branding
 A special case of co-branding that involvesA special case of co-branding that involves
creating brand equity for materials,creating brand equity for materials,
components, or parts that are necessarilycomponents, or parts that are necessarily
contained within other branded productscontained within other branded products
 Examples:Examples:
 Intel insideIntel inside
 Carl Zeiss LensCarl Zeiss Lens

7. 7.7
LicensingLicensing
 Involves contractual arrangements wherebyInvolves contractual arrangements whereby
firms can use the names, logos, characters, andfirms can use the names, logos, characters, and
so forth of other brands for some fixed feeso forth of other brands for some fixed fee
 Examples:Examples:
 Entertainment (Star Wars, Jurassic Park, etc.)Entertainment (Star Wars, Jurassic Park, etc.)
 Television and cartoon characters (The Simpsons)Television and cartoon characters (The Simpsons)
 Designer apparel and accessories (Calvin Klein,Designer apparel and accessories (Calvin Klein,
Pierre Cardin, etc.)Pierre Cardin, etc.)

8. 7.8
Celebrity EndorsementCelebrity Endorsement
 Draws attention to the brandDraws attention to the brand
 Shapes the perceptions of the brandShapes the perceptions of the brand
 Celebrity should have a high level of visibilityCelebrity should have a high level of visibility
and a rich set of useful associations, judgments,and a rich set of useful associations, judgments,
and feelingsand feelings
 Q-Ratings to evaluate celebritiesQ-Ratings to evaluate celebrities

9. 7.9
Sporting, Cultural, or Other EventsSporting, Cultural, or Other Events
 Sponsored events can contribute to brand equitySponsored events can contribute to brand equity
by becoming associated to the brand andby becoming associated to the brand and
improving brand awareness, adding newimproving brand awareness, adding new
associations, or improving the strength,associations, or improving the strength,
favorability, and uniqueness of existingfavorability, and uniqueness of existing
associations.associations.
 The main means by which an event can transferThe main means by which an event can transfer
associations is credibility.associations is credibility.

10. 8.10
DEVELOPING A BRAND EQUITYDEVELOPING A BRAND EQUITY
MEASUREMENT AND MANAGEMENT SYSTEMMEASUREMENT AND MANAGEMENT SYSTEM

11. 8.11
The New AccountabilityThe New Accountability
 Virtually every marketing dollar spent todayVirtually every marketing dollar spent today
must be justified as both effective and efficientmust be justified as both effective and efficient
in terms of “return of marketing investment”in terms of “return of marketing investment”
(ROMI).(ROMI).
 Some observers believe that up to 70% (or evenSome observers believe that up to 70% (or even
more) of marketing expenditures may bemore) of marketing expenditures may be
devoted to programs and activities that cannotdevoted to programs and activities that cannot
be linked to short-term incremental profits, butbe linked to short-term incremental profits, but
yet can be seen as improving brand equity.yet can be seen as improving brand equity.

12. 8.12
The Brand Value ChainThe Brand Value Chain
 Broader perspective than just the CBBE modelBroader perspective than just the CBBE model
 The brand value chain is a structured approachThe brand value chain is a structured approach
to assessing the sources and outcomes of brandto assessing the sources and outcomes of brand
equity and the manner by which marketingequity and the manner by which marketing
activities create brand value.activities create brand value.

13. Brand Value ChainBrand Value Chain
Program
Multiplier
Marketing
Program
Investment
Customer
Mindset
Market
Performance
Shareholder
ValueVALUE
STAGES
- Product
- Communications
- Trade
- Employee
- Other
- Awareness
- Associations
- Attitudes
- Attachment
- Activity
- Price premiums
- Price elasticity
- Market share
- Expansion success
- Cost structure
- Profitability
- Stock price
- P/E ratio
- Market capitalization
Consumer
MultiplierFILTERS
- Clarity
- Relevance
- Distinctiveness
- Consistency
- Channel support
- Consumer size and profile
- Competitive reactions
- Market dynamics
- Growth potential
- Risk profile
- Brand contribution
Market
Multiplier

14. 8.14
Brand Equity Measurement SystemBrand Equity Measurement System
 A set of research procedures that is designedA set of research procedures that is designed
to provide timely, accurate, and actionableto provide timely, accurate, and actionable
information for marketers so that they can makeinformation for marketers so that they can make
the best possible tactical decisions in the shortthe best possible tactical decisions in the short
run and strategic decisions in the long runrun and strategic decisions in the long run

15. 8.15
Brand Equity Measurement SystemBrand Equity Measurement System
 Conducting brand auditsConducting brand audits
 Developing tracking proceduresDeveloping tracking procedures
 Designing a brand equity management systemDesigning a brand equity management system

16. 8.16
Designing Brand Tracking StudiesDesigning Brand Tracking Studies
 Tracking studies involve information collectedTracking studies involve information collected
from consumers on a routine basis over timefrom consumers on a routine basis over time
 Often done on a “continuous” basisOften done on a “continuous” basis
 Provide descriptive and diagnostic informationProvide descriptive and diagnostic information

17. 8.17
What to TrackWhat to Track
 Customize tracking surveys to address theCustomize tracking surveys to address the
specific issues faced by the brandspecific issues faced by the brand
 Product-brand trackingProduct-brand tracking
 Corporate or family brand trackingCorporate or family brand tracking
 Global trackingGlobal tracking

18. 8.18
How to Conduct Tracking StudiesHow to Conduct Tracking Studies
 Who to track (target market)Who to track (target market)
 When and where to track (how frequently)When and where to track (how frequently)
 How to interpret brand trackingHow to interpret brand tracking

19. 8.19
Brand Equity Management SystemBrand Equity Management System
 AA brand equity management systembrand equity management system is a set ofis a set of
organizational processes designed to improveorganizational processes designed to improve
the understanding and use of the brand equitythe understanding and use of the brand equity
concept within a firm:concept within a firm:
 Brand equity charterBrand equity charter
 Brand equity reportBrand equity report
 Brand equity responsibilitiesBrand equity responsibilities

20. 8.20
Brand Equity CharterBrand Equity Charter
 Provides general guidelines to marketingProvides general guidelines to marketing
managers within the company as well as keymanagers within the company as well as key
marketing partners outside the companymarketing partners outside the company
 Should be updated annuallyShould be updated annually

21. 8.21
Brand Equity Charter ComponentsBrand Equity Charter Components
 Define the firm’s view of the brand equityDefine the firm’s view of the brand equity
 Describe the scope of the key brandsDescribe the scope of the key brands
 Specify actual and desired equity for the brandSpecify actual and desired equity for the brand
 Explain how brand equity is measuredExplain how brand equity is measured
 Suggest how brand equity should be measuredSuggest how brand equity should be measured
 Outline how marketing programs should be devisedOutline how marketing programs should be devised
 Specify the proper treatment for the brand in terms ofSpecify the proper treatment for the brand in terms of
trademark usage, packaging, and communicationtrademark usage, packaging, and communication

22. 8.22
Brand Equity ReportBrand Equity Report
 Assembles the results of the tracking survey andAssembles the results of the tracking survey and
other relevant performance measuresother relevant performance measures
 To be developed monthly, quarterly, or annuallyTo be developed monthly, quarterly, or annually
 Provides descriptive information as to what isProvides descriptive information as to what is
happening with the brand as well as diagnostichappening with the brand as well as diagnostic
information on why it is happeninginformation on why it is happening

23. 8.23
Brand Equity ResponsibilitiesBrand Equity Responsibilities
 Organizational responsibilities and processesOrganizational responsibilities and processes
that aim to maximize long-term brand equitythat aim to maximize long-term brand equity
 Establish position of VP or Director of EquityEstablish position of VP or Director of Equity
Management to oversee implementation of BrandManagement to oversee implementation of Brand
Equity Charter and ReportsEquity Charter and Reports
 Ensure that, as much as possible, marketing ofEnsure that, as much as possible, marketing of
the brand is done in a way that reflects the spiritthe brand is done in a way that reflects the spirit
of the charter and the substance of the reportof the charter and the substance of the report

24. 9.24
MEASURING SOURCES OF BRAND EQUITY:MEASURING SOURCES OF BRAND EQUITY:
CAPURING CUSTOMER MINDSETCAPURING CUSTOMER MINDSET

25. 9.25
Qualitative Research TechniquesQualitative Research Techniques
 Free associationFree association
 What do you like best about the brand? What are itsWhat do you like best about the brand? What are its
positive aspects?positive aspects?
 What do you dislike? What are its disadvantages?What do you dislike? What are its disadvantages?
 What do you find unique about the brand? How is itWhat do you find unique about the brand? How is it
different from other brands? In what ways is it thedifferent from other brands? In what ways is it the
same?same?

26. 9.26
Free AssociationsFree Associations
LEVI’S
501
High quality, long lasting,
and durable
Blue denim, shrink-to-fit
cotton fabric, button-fly,
two-horse patch,
and small red pocket tag
Feelings of self-confidence
and self-assurance
Comfortable fitting
and relaxing to wear
Honest, classic,
Contemporary, approachable,
independent, and universal
Appropriate for outdoor
work and casual social
situations
Western, American,
blue collar, hard-working,
traditional, strong,
rugged, and masculine
BENEFITS
ATTRIBUTES
Symbolic
Usage ImageryUser Imagery
Brand Personality
Functional
Product-Related
Experiential

27. 9.27
Qualitative Research TechniquesQualitative Research Techniques
 Projective techniquesProjective techniques
 Diagnostic tools to uncover the true opinions andDiagnostic tools to uncover the true opinions and
feelings of consumers when they are unwilling orfeelings of consumers when they are unwilling or
otherwise unable to express themselves on theseotherwise unable to express themselves on these
mattersmatters

28. 9.28
Projective TechniquesProjective Techniques
 Consumers might feel that it would be sociallyConsumers might feel that it would be socially
unacceptable to express their true feelingsunacceptable to express their true feelings
 Projective techniques are diagnostic tools toProjective techniques are diagnostic tools to
uncover the true opinions and feelings ofuncover the true opinions and feelings of
consumersconsumers
 Examples:Examples:
 Completion and interpretation tasksCompletion and interpretation tasks
 Comparison tasksComparison tasks

29. 9.29
Brand Personality and ValuesBrand Personality and Values
 Brand personalityBrand personality refers to the human characteristicsrefers to the human characteristics
or traits that can be attributed to a brand.or traits that can be attributed to a brand.
 The Big FiveThe Big Five
 Sincerity (down-to-earth, wholesome, and cheerful)Sincerity (down-to-earth, wholesome, and cheerful)
 Excitement (daring, spirited, imaginative, and up-to-Excitement (daring, spirited, imaginative, and up-to-
date)date)
 Competence (reliable, intelligent, and successful)Competence (reliable, intelligent, and successful)
 Sophistication (upper class and charming)Sophistication (upper class and charming)
 Ruggedness (outdoorsy and tough)Ruggedness (outdoorsy and tough)
Jennifer Aaker, 1997Jennifer Aaker, 1997

30. 9.30
Experiential MethodsExperiential Methods
 By tapping more directly into their actual home, work,By tapping more directly into their actual home, work,
or shopping behaviors, researchers might be able toor shopping behaviors, researchers might be able to
elicit more meaningful responses from consumers.elicit more meaningful responses from consumers.
 Advocates of the experiential approach have sentAdvocates of the experiential approach have sent
researchers to consumers’ homes in the morning to seeresearchers to consumers’ homes in the morning to see
how they approach their days, given business travelershow they approach their days, given business travelers
Polaroid cameras and diaries to capture their feelingsPolaroid cameras and diaries to capture their feelings
when in hotel rooms, and conducted “beeper studies”when in hotel rooms, and conducted “beeper studies”
in which participants are instructed to write down whatin which participants are instructed to write down what
they’re doing when they are paged.they’re doing when they are paged.

31. 9.31
Quantitative Research TechniquesQuantitative Research Techniques
 AwarenessAwareness
 ImageImage
 Brand responsesBrand responses
 Brand relationshipsBrand relationships

32. 9.32
AwarenessAwareness
 RecognitionRecognition
 Ability of consumers to identify the brand (and itsAbility of consumers to identify the brand (and its
elements) under various circumstanceselements) under various circumstances
 RecallRecall
 Ability of consumers to retrieve the actual brandAbility of consumers to retrieve the actual brand
elements from memoryelements from memory
 Unaided vs. aided recallUnaided vs. aided recall

33. 9.33
AwarenessAwareness
 Corrections for guessingCorrections for guessing
 Any research measure must consider the issue of consumersAny research measure must consider the issue of consumers
making up responses or guessing.making up responses or guessing.
 Strategic implicationsStrategic implications
 The advantage of aided recall measures is that they yieldThe advantage of aided recall measures is that they yield
insight into how brand knowledge is organized in memoryinsight into how brand knowledge is organized in memory
and what kind of cues or reminders may be necessary forand what kind of cues or reminders may be necessary for
consumers to be able to retrieve the brand from memory.consumers to be able to retrieve the brand from memory.
 The important point to note is that the category structure thatThe important point to note is that the category structure that
exists in consumers’ minds—as reflected by brand recallexists in consumers’ minds—as reflected by brand recall
performance—can have profound implications for consumerperformance—can have profound implications for consumer
choice and marketing strategy.choice and marketing strategy.

34. 9.34
ImageImage
 Ask open-ended questions to tap into theAsk open-ended questions to tap into the
strength, favorability, and uniqueness of brandstrength, favorability, and uniqueness of brand
associations.associations.
 These associations should be rated on scales forThese associations should be rated on scales for
quantitative analysis.quantitative analysis.

35. 9.35
Brand ResponsesBrand Responses
 Research in psychology suggests that purchaseResearch in psychology suggests that purchase
intentions are most likely to be predictive of actualintentions are most likely to be predictive of actual
purchase when there is correspondence between thepurchase when there is correspondence between the
two in the following categories:two in the following categories:
 Purchase IntentionsPurchase Intentions
 Action (buying for own use or to give as a gift)Action (buying for own use or to give as a gift)
 Target (specific type of product and brand)Target (specific type of product and brand)
 Context (in what type of store based on what prices andContext (in what type of store based on what prices and
other conditions)other conditions)
 Time (within a week, month, or year)Time (within a week, month, or year)

36. 9.36
Comprehensive Models ofComprehensive Models of
Customer-Based Brand EquityCustomer-Based Brand Equity
 Brand dynamicsBrand dynamics
 Equity enginesEquity engines

37. 9.37
Brand DynamicsBrand Dynamics
 The Brand Dynamics model adopts aThe Brand Dynamics model adopts a
hierarchical approach to determine the strengthhierarchical approach to determine the strength
of relationship a consumer has with a brand.of relationship a consumer has with a brand.
 The five levels of the model are:The five levels of the model are:
 PresencePresence
 RelevanceRelevance
 PerformancePerformance
 AdvantageAdvantage
 BondingBonding

38. 9.38
Equity EnginesEquity Engines
 This model delineates three key dimensions of brandThis model delineates three key dimensions of brand
affinityaffinity——the emotional and intangible benefits of athe emotional and intangible benefits of a
brandbrand——as follows:as follows:
 Authority:Authority: The reputation of a brand, whether as a long-The reputation of a brand, whether as a long-
standing leader or as a pioneer in innovationstanding leader or as a pioneer in innovation
 Identification:Identification: The closeness customers feel for a brand andThe closeness customers feel for a brand and
how well they feel the brand matches their personal needshow well they feel the brand matches their personal needs
 Approval:Approval: The way a brand fits into the wider social matrixThe way a brand fits into the wider social matrix
and the intangible status it holds for experts and friendsand the intangible status it holds for experts and friends

39. 9.39
Four Primary AspectsFour Primary Aspects
How Brands Are BuiltHow Brands Are Built
Knowledge
• The culmination of brand building efforts;
acquisition of consumer experience
Esteem • Consumer respect, regard, reputation; a
fulfillment of perceived consumer promise
Relevance • Relates to usage and subsumes the five Ps of
marketing; relates to sale
Differentiation • The basis for consumer choice; the essence of
the brand, source of margin

40. 9.40
Room to grow...
Brand has power to build relevance.
D > R
0
10
20
30
40
50
60
70
80
90
100
Differentiation Relevance
Healthy Brands Have GreaterHealthy Brands Have Greater
Differentiation than RelevanceDifferentiation than Relevance
Examples:
Harley Davidson
Yahoo!
AOL
Williams-Sonoma
Ikea
Bloomberg Business News

41. 9.41
R > D
0
10
20
30
40
50
60
70
80
90
100
Differentiation Relevance
Uniqueness has faded; price becomes
dominant reason to buy.
Brands with greater Relevance than DifferentiationBrands with greater Relevance than Differentiation
Are in Danger of Becoming CommoditiesAre in Danger of Becoming Commodities
Examples:
Exxon
Mott’s
McDonald’s
Crest
Minute Maid
Fruit of the Loom
Peter Pan (peanut butter)

42. 9.42
E > K
0
10
20
30
40
50
60
70
80
90
100
Esteem Knowledge
Brand is better liked than known.
More Esteem than Knowledge Means, “I’dMore Esteem than Knowledge Means, “I’d
like to get to know you better”like to get to know you better”
Examples:
Coach leatherwear
Tag Heuer
Calphalon
Movado
Blaupunkt
Pella Windows
Palm Pilot
Technics

43. 9.43
K > E
0
10
20
30
40
50
60
70
80
90
100
Esteem Knowledge
Brand is better known than liked.
Too Much Knowledge Can Be Dangerous:Too Much Knowledge Can Be Dangerous:
“I know you and you’re nothing special”“I know you and you’re nothing special”
Examples:
Plymouth
TV Guide
Spam
Woolworths
Chrysler
Maxwell House
National
Enquirer
Sanka

44. 11.44
DESIGNING AND IMPLEMENTINGDESIGNING AND IMPLEMENTING
BRANDING STRATEGIESBRANDING STRATEGIES

45. 11.45
Branding strategyBranding strategy
 Branding strategy is critical because it is theBranding strategy is critical because it is the
means by which the firm can help consumersmeans by which the firm can help consumers
understand its products and services andunderstand its products and services and
organize them in their minds.organize them in their minds.
 Two important strategic tools: TheTwo important strategic tools: The brand-productbrand-product
matrixmatrix and theand the brand hierarchybrand hierarchy help to characterizehelp to characterize
and formulate branding strategies by definingand formulate branding strategies by defining
various relationships among brands andvarious relationships among brands and
products.products.

46. 11.46
The role of Brand ArchitectureThe role of Brand Architecture
 Clarify: brand awarenessClarify: brand awareness
 Improve consumer understanding and communicateImprove consumer understanding and communicate
similarity and differences between individualsimilarity and differences between individual
productsproducts
 Motivate: brand imageMotivate: brand image
 Maximize transfer of equity to/from the brand toMaximize transfer of equity to/from the brand to
individual products to improve trial and repeatindividual products to improve trial and repeat
purchasepurchase

47. 11.47
Brand-Product MatrixBrand-Product Matrix
 Must define:Must define:
 Brand-Product relationships (rows)Brand-Product relationships (rows)
 Line and category extensionsLine and category extensions
 Product-Brand relationships (columns)Product-Brand relationships (columns)
 Brand portfolioBrand portfolio
1 2 3 4
A
B
C
Products
Brands

48. 11.48
Important DefinitionsImportant Definitions
 Product lineProduct line
 A group pf products within a product category thatA group pf products within a product category that
are closely relatedare closely related
 Product mix (product assortment)Product mix (product assortment)
 The set of all product lines and items that aThe set of all product lines and items that a
particular seller makes available to buyersparticular seller makes available to buyers
 Brand mix (brand assortment)Brand mix (brand assortment)
 The set of all brand lines that a particular sellerThe set of all brand lines that a particular seller
makes available to buyersmakes available to buyers

49. 11.49
Depth of a Branding StrategyDepth of a Branding Strategy
 The number and nature of different brandsThe number and nature of different brands
marketed in the product class sold by a firmmarketed in the product class sold by a firm
 Referred to asReferred to as brand portfoliobrand portfolio
 The reason is to pursue different marketThe reason is to pursue different market
segments, different channels of distribution, orsegments, different channels of distribution, or
different geographic boundariesdifferent geographic boundaries
 Maximize market coverage and minimize brandMaximize market coverage and minimize brand
overlapoverlap

50. 11.50
Designing a Brand PortfolioDesigning a Brand Portfolio
 Basic principles:Basic principles:
 Maximize market coverageMaximize market coverage so that no potentialso that no potential
customers are being ignoredcustomers are being ignored
 Minimize brand overlapMinimize brand overlap so that brands aren’tso that brands aren’t
competing among themselves to gain the samecompeting among themselves to gain the same
customer’s approvalcustomer’s approval

51. 11.51
Brand Roles in the PortfolioBrand Roles in the Portfolio
 FlankersFlankers
 Cash cowsCash cows
 Low-end entry-levelLow-end entry-level
 High-end prestige brandsHigh-end prestige brands

52. 11.52
Brand HierarchyBrand Hierarchy
 A means of summarizing the branding strategyA means of summarizing the branding strategy
by displaying the number and nature ofby displaying the number and nature of
common and distinctive brand elements acrosscommon and distinctive brand elements across
the firm’s products, revealing the explicitthe firm’s products, revealing the explicit
ordering of brand elementsordering of brand elements
 A useful means of graphically portraying aA useful means of graphically portraying a
firm’s branding strategyfirm’s branding strategy

53. 11.53
Brand Hierarchy Tree: ToyotaBrand Hierarchy Tree: Toyota
Toyota
Corporation
Toyota
(Trucks)
Toyota
(SUV/vans)
LexusToyota
Financial
Services
Toyota
(Cars)
Corolla PriusAvalon Celica ECHO Matrix
MR2
Spyder
Camry
CE
S
LE
SE
LE
XLE
Platinum
Edition
XL
XLS
SE
SLE

54. 11.54
Number of Hierarchy LevelsNumber of Hierarchy Levels
 Principle of simplicityPrinciple of simplicity
 Employ as few levels as possibleEmploy as few levels as possible
 Principle of clarityPrinciple of clarity
 Logic and relationship of all brand elementsLogic and relationship of all brand elements
employed must be obvious and transparentemployed must be obvious and transparent

55. 11.55
Corporate Brand CampaignCorporate Brand Campaign
 Different objectives are possible:Different objectives are possible:
 Build awareness of the company and the nature of itsBuild awareness of the company and the nature of its
businessbusiness
 Create favorable attitudes and perceptions of companyCreate favorable attitudes and perceptions of company
credibilitycredibility
 Link beliefs that can be leveraged by product-specificLink beliefs that can be leveraged by product-specific
marketingmarketing
 Make a favorable impression on the financial communityMake a favorable impression on the financial community
 Motivate present employees and attract better recruitsMotivate present employees and attract better recruits
 Influence public opinion on issuesInfluence public opinion on issues

56. 12.56
INTRODUCING AND NAMING NEW PRODUCTSINTRODUCING AND NAMING NEW PRODUCTS
AND BRAND EXTENSIONSAND BRAND EXTENSIONS

57. 12.57
Leverage the BrandLeverage the Brand
 Firms are seeking to build “power” or “mega”Firms are seeking to build “power” or “mega”
brands that establish a broad market footprint,brands that establish a broad market footprint,
appealing to multiple customer segments withappealing to multiple customer segments with
multiple products all underneath the brandmultiple products all underneath the brand
umbrella.umbrella.

58. 12.58
Ansoff’s Growth Share MatrixAnsoff’s Growth Share Matrix
CurrentCurrent
ProductsProducts
NewNew
ProductsProducts
CurrentCurrent
MarketsMarkets
MarketMarket
penetrationpenetration
strategystrategy
ProductProduct
developmentdevelopment
strategystrategy
NewNew
MarketsMarkets
MarketMarket
developmentdevelopment
strategystrategy
DiversificationDiversification
strategystrategy

59. 12.59
Brand ExtensionsBrand Extensions
 When a firm uses an established brand name toWhen a firm uses an established brand name to
introduce a new productintroduce a new product
 Brand extension classificationBrand extension classification
 Line extensionLine extension
 Using a sub-brand to target a new market segment withinUsing a sub-brand to target a new market segment within
the same product categorythe same product category
 Category extensionCategory extension
 Using the parent brand in a different product categoryUsing the parent brand in a different product category

60. 12.60
Advantages of ExtensionsAdvantages of Extensions
 Facilitate new product acceptanceFacilitate new product acceptance
 Improve brand imageImprove brand image
 Reduce risk perceived by customersReduce risk perceived by customers
 Increase the probability of gaining distribution and trialIncrease the probability of gaining distribution and trial
 Increase efficiency of promotional expendituresIncrease efficiency of promotional expenditures
 Reduce costs of introductory and follow-up marketingReduce costs of introductory and follow-up marketing
programsprograms
 Avoid cost of developing a new brandAvoid cost of developing a new brand
 Allow for packaging and labeling efficienciesAllow for packaging and labeling efficiencies
 Permit consumer variety seekingPermit consumer variety seeking

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Advantages of Extensions (Cont.)Advantages of Extensions (Cont.)
 Provide feedback benefits to parent brandProvide feedback benefits to parent brand
 Clarify brand meaningClarify brand meaning
 Enhance the parent brand imageEnhance the parent brand image
 Bring new customers into brand franchise andBring new customers into brand franchise and
increase market coverageincrease market coverage
 Revitalize the brandRevitalize the brand
 Permit subsequent extensionsPermit subsequent extensions

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Disadvantages of ExtensionsDisadvantages of Extensions
 Can confuse or frustrate consumersCan confuse or frustrate consumers
 Can encounter retailer resistanceCan encounter retailer resistance
 Can fail and hurt parent brand imageCan fail and hurt parent brand image
 Can succeed but cannibalize sales of parent brandCan succeed but cannibalize sales of parent brand
 Can succeed but diminish identification with any oneCan succeed but diminish identification with any one
categorycategory
 Can succeed but hurt the image of the parent brandCan succeed but hurt the image of the parent brand
 Can dilute brand meaningCan dilute brand meaning
 Can cause the company to forgo the chance to develop aCan cause the company to forgo the chance to develop a
new brandnew brand

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Successful ExtensionsSuccessful Extensions
 Must create points-of-parity and points-of-Must create points-of-parity and points-of-
difference in extension categorydifference in extension category
 Must recognize competitive reactionsMust recognize competitive reactions
 Must enhance points-of-parity and points-of-Must enhance points-of-parity and points-of-
difference of parent branddifference of parent brand
 Must maximize the advantages and minimizeMust maximize the advantages and minimize
the disadvantages of brand extensionsthe disadvantages of brand extensions

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When are brand extensions appropriate?When are brand extensions appropriate?
 If they see some basis of “fit” or similarityIf they see some basis of “fit” or similarity
between the proposed extension and parentbetween the proposed extension and parent
brandbrand
 The major mistake in evaluating extensionThe major mistake in evaluating extension
opportunities is failing to take all of consumers’opportunities is failing to take all of consumers’
brand knowledge structures into account.brand knowledge structures into account.
 Often, marketers mistakenly focus on only oneOften, marketers mistakenly focus on only one
brand association and ignore other potentiallybrand association and ignore other potentially
important brand associations in the process.important brand associations in the process.

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MANAGING BRANDS OVER TIMEMANAGING BRANDS OVER TIME

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Reinforcing BrandsReinforcing Brands
 Generally, we reinforce brand equity byGenerally, we reinforce brand equity by
marketing actions that consistently convey themarketing actions that consistently convey the
meaning of the brand to consumers in terms ofmeaning of the brand to consumers in terms of
brand awareness and brand image.brand awareness and brand image.

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Managing Brands over TimeManaging Brands over Time
 Effective brand management requires taking aEffective brand management requires taking a
long-term view of marketing decisionslong-term view of marketing decisions
 Any action that a firm takes as part of its marketingAny action that a firm takes as part of its marketing
program has the potential to change consumerprogram has the potential to change consumer
knowledge about the brand.knowledge about the brand.
 These changes in consumer brand knowledge fromThese changes in consumer brand knowledge from
current marketing activity also will have an indirectcurrent marketing activity also will have an indirect
effect on the success ofeffect on the success of futurefuture marketing activities.marketing activities.

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Consumer response to
past marketing activities
Consumer response to
future marketing activities
Consumer response to
current marketing activities
Brand awareness and brand image
Changed brand awareness and brand image

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Entering New MarketsEntering New Markets
 One strategic option for revitalizing a fadingOne strategic option for revitalizing a fading
brand is simply to more or less abandon thebrand is simply to more or less abandon the
consumer group that supported the brand inconsumer group that supported the brand in
the past to target a completely new marketthe past to target a completely new market
segment.segment.

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Adjustments to Brand PortfolioAdjustments to Brand Portfolio
 Migration strategiesMigration strategies
 A corporate or family branding strategy in which brands areA corporate or family branding strategy in which brands are
ordered in a logical manner could provide the hierarchicalordered in a logical manner could provide the hierarchical
structure in consumers’ minds to facilitate brand migration.structure in consumers’ minds to facilitate brand migration.
 Example: BMW with its 3-, 5-, and 7-series numbering systemsExample: BMW with its 3-, 5-, and 7-series numbering systems
 Acquiring new customersAcquiring new customers
 Tradeoffs in their marketing efforts between attracting newTradeoffs in their marketing efforts between attracting new
customers and retaining existing onescustomers and retaining existing ones
 Firms must proactively develop strategies to attract newFirms must proactively develop strategies to attract new
customers, especially younger ones.customers, especially younger ones.
 Retiring brandsRetiring brands

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MANAGING BRANDS OVER GEOGRAPHICMANAGING BRANDS OVER GEOGRAPHIC
BOUNDARIES AND MARKET SEGMENTSBOUNDARIES AND MARKET SEGMENTS

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Regional Market SegmentsRegional Market Segments
 Regionalization is an important recent trend that,Regionalization is an important recent trend that,
perhaps on the surface, seems to run counter toperhaps on the surface, seems to run counter to
globalization.globalization.
 Reasons for regional marketingReasons for regional marketing
 Need for more focused targetingNeed for more focused targeting
 The shift from national advertising to sales promotionsThe shift from national advertising to sales promotions
 DrawbacksDrawbacks
 Production headachesProduction headaches
 Marketing efficiency may suffer and costs may riseMarketing efficiency may suffer and costs may rise

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Rationale for Going InternationalRationale for Going International
 Perception of slow growth and increasedPerception of slow growth and increased
competition in domestic marketscompetition in domestic markets
 Belief in enhanced overseas growth and profitBelief in enhanced overseas growth and profit
opportunitiesopportunities
 Desire to reduce costs from economies of scaleDesire to reduce costs from economies of scale
 Need to diversify riskNeed to diversify risk
 Recognition of global mobility of customersRecognition of global mobility of customers

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Advantages ofAdvantages of
Global Marketing ProgramsGlobal Marketing Programs
 Economies of scale in production and distributionEconomies of scale in production and distribution
 Lower marketing costsLower marketing costs
 Power and scopePower and scope
 Consistency in brand imageConsistency in brand image
 Ability to leverage good ideas quickly andAbility to leverage good ideas quickly and
efficientlyefficiently
 Uniformity of marketing practicesUniformity of marketing practices

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Disadvantages ofDisadvantages of
Global Marketing ProgramsGlobal Marketing Programs
 Differences in consumer needs, wants, and usageDifferences in consumer needs, wants, and usage
patterns for productspatterns for products
 Differences in brand and product developmentDifferences in brand and product development
and the competitive environmentand the competitive environment
 Differences in the legal environmentDifferences in the legal environment
 Differences in marketing institutionsDifferences in marketing institutions
 Differences in administrative proceduresDifferences in administrative procedures

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Standardization vs. CustomizationStandardization vs. Customization
 According to Levitt, because the world is shrinkingAccording to Levitt, because the world is shrinking
—due to leaps in technology, communication, and—due to leaps in technology, communication, and
so forth—well-managed companies should shiftso forth—well-managed companies should shift
their emphasis from customizing items to offeringtheir emphasis from customizing items to offering
globally standardized products that are advanced,globally standardized products that are advanced,
functional, reliable, and low priced for all.functional, reliable, and low priced for all.

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Standardization vs. CustomizationStandardization vs. Customization
 Blending global objectives with local or regionalBlending global objectives with local or regional
concernsconcerns
 ““Think global. Act local.”Think global. Act local.”
 A global brand has a clear consistent equity acrossA global brand has a clear consistent equity across
geographies: same positioning, same benefits plusgeographies: same positioning, same benefits plus
local tailoring if neededlocal tailoring if needed

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Global Brand StrategyGlobal Brand Strategy
To build brand equity, it is often necessary to createTo build brand equity, it is often necessary to create
different marketing programs to address different marketdifferent marketing programs to address different market
segments.segments.
 Identify differences in consumer behaviorIdentify differences in consumer behavior
 How they purchase and use productsHow they purchase and use products
 What they know and feel about brandsWhat they know and feel about brands
 Adjust branding programAdjust branding program
 Choice of brand elementsChoice of brand elements
 Nature of supporting marketing programNature of supporting marketing program
 Leverage of secondary associationsLeverage of secondary associations

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Building a Global BrandBuilding a Global Brand
 How valid is the mental map in the newHow valid is the mental map in the new
market?market?
 What is the level of awareness?What is the level of awareness?
 How valuable are the associations?How valuable are the associations?
 What changes need to be made to the mentalWhat changes need to be made to the mental
map?map?
 By what means should this new mental map beBy what means should this new mental map be
created?created?

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Global Customer-Based BrandGlobal Customer-Based Brand
EquityEquity
 To build customer-based brand equity,To build customer-based brand equity,
marketers must:marketers must:
1.1. Establish breadth and depth of brand awarenessEstablish breadth and depth of brand awareness
2.2. Create points-of-parity and points-of-differenceCreate points-of-parity and points-of-difference
3.3. Elicit positive, accessible brand responsesElicit positive, accessible brand responses
4.4. Forge intense, active brand relationshipsForge intense, active brand relationships
 Achieving these four steps, in turn, requiresAchieving these four steps, in turn, requires
establishing six core brand building blocks.establishing six core brand building blocks.

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Core Brand Building BlocksCore Brand Building Blocks
 Creating brand salienceCreating brand salience
 Developing brand performanceDeveloping brand performance
 Crafting brand imageCrafting brand image
 Eliciting brand responses. Example: positiveEliciting brand responses. Example: positive
brand judgmentsbrand judgments
 Creating brand feelingsCreating brand feelings
 Cultivating resonanceCultivating resonance

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Questions for Global BrandingQuestions for Global Branding
PositioningPositioning
 How valid is the mental map in the new market? HowHow valid is the mental map in the new market? How
appropriate is the positioning? What is the existing levelappropriate is the positioning? What is the existing level
of awareness? How valuable are the core brandof awareness? How valuable are the core brand
associations, points-of-parity, and points-of-difference?associations, points-of-parity, and points-of-difference?
 What changes should we make to the positioning? DoWhat changes should we make to the positioning? Do
we need to create any new associations? Should wewe need to create any new associations? Should we notnot
re-create any existing associations? Should we modifyre-create any existing associations? Should we modify
any existing associations?any existing associations?
 How should we create this new mental map? Can weHow should we create this new mental map? Can we
still use the same marketing activities? What changesstill use the same marketing activities? What changes
should we make? What new marketing activities areshould we make? What new marketing activities are
necessary?necessary?

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Building Global Customer-BasedBuilding Global Customer-Based
Brand EquityBrand Equity
 In designing and implementing a marketingIn designing and implementing a marketing
program to create a strong global brand,program to create a strong global brand,
marketers want to realize the advantages of amarketers want to realize the advantages of a
global marketing program while suffering as fewglobal marketing program while suffering as few
of its disadvantages as possibleof its disadvantages as possible

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Ten Commandments of Global BrandingTen Commandments of Global Branding
1.1. Understand similarities and differences in the globalUnderstand similarities and differences in the global
branding landscapebranding landscape
2.2. Don’t take shortcuts in brand buildingDon’t take shortcuts in brand building
3.3. Establish marketing infrastructureEstablish marketing infrastructure
4.4. Embrace integrated marketing communicationsEmbrace integrated marketing communications
5.5. Cultivate brand partnershipsCultivate brand partnerships
6.6. Balance standardization and customizationBalance standardization and customization
7.7. Balance global and local controlBalance global and local control
8.8. Define operable guidelinesDefine operable guidelines
9.9. Implement a global brand equity measurement systemImplement a global brand equity measurement system
10.10. Leverage brand elementsLeverage brand elements

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ENCAPSULATE BRANDINGENCAPSULATE BRANDING

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Brand Knowledge StructureBrand Knowledge Structure
 Brand awareness, depth, and breadth
 Brand associations

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Summary of Customer-Based BrandSummary of Customer-Based Brand
Equity FrameworkEquity Framework
 Sources of brand equitySources of brand equity
 StrengthStrength
 FavorabilityFavorability
 UniquenessUniqueness
 Outcomes of brand equityOutcomes of brand equity
 Greater loyaltyGreater loyalty
 Less vulnerability to competitive marketing actionsLess vulnerability to competitive marketing actions
 Less vulnerability to marketing crisesLess vulnerability to marketing crises
 Larger marginsLarger margins
 More inelastic consumer response to price increasesMore inelastic consumer response to price increases
 More elastic consumer response to price decreasesMore elastic consumer response to price decreases
 Greater trade cooperation and supportGreater trade cooperation and support
 Increased marketing communication effectivenessIncreased marketing communication effectiveness
 Possible licensing opportunitiesPossible licensing opportunities
 Additional brand extension opportunitiesAdditional brand extension opportunities

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Tactical GuidelinesTactical Guidelines
 Building brand equityBuilding brand equity
1.1. Through the initial choice of the brand elementsThrough the initial choice of the brand elements
making up the brandmaking up the brand
2.2. Through marketing activities and the design of theThrough marketing activities and the design of the
marketing programmarketing program
3.3. Through the leverage of secondary associationsThrough the leverage of secondary associations
that link the brand to other entitiesthat link the brand to other entities

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Guidelines for Building Brand EquityGuidelines for Building Brand Equity
 Mix and match brand elements
 Create a rich brand image and high perceived
quality
 Adopt value-based pricing strategy
 Consider a range of distribution options
 Mix marketing communication options
 Leverage secondary associations

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Importance of Complementarity andImportance of Complementarity and
ConsistencyConsistency
 CComplementarityomplementarity means choosing different brandmeans choosing different brand
elements and supporting marketing activities so thatelements and supporting marketing activities so that
the potential contribution to brand equity of onethe potential contribution to brand equity of one
compensates for the shortcomings of others.compensates for the shortcomings of others.
 A high degree ofA high degree of consistencyconsistency across these elements helpsacross these elements helps
to create the highest level of awareness and theto create the highest level of awareness and the
strongest and most favorable associations possible.strongest and most favorable associations possible.

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Guidelines for Measuring Brand EquityGuidelines for Measuring Brand Equity
 Formalize the firm’s view of brand equity
 Conduct brand inventories
 Conduct consumer tracking studies
 Assemble results of outcome measures
 Establish a department to oversee the
implementation

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Guidelines for Managing Brand EquityGuidelines for Managing Brand Equity
 Define brand hierarchy
 Create global associations
 Introduce brand extensions
 Clearly establish the roles of brands in the
portfolio
 Reinforce brand equity over time
 Enhance brand equity over time
 Identify differences in consumer behavior in
different market segments

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Characteristics of Strong BrandsCharacteristics of Strong Brands
ManagersManagers
 Understand brand meaning and market appropriate products in anUnderstand brand meaning and market appropriate products in an
appropriate mannerappropriate manner
 Properly position the brandProperly position the brand
 Provide superior delivery of desired benefitsProvide superior delivery of desired benefits
 Employ a full range of complementary brand elements andEmploy a full range of complementary brand elements and
supporting marketing activitiessupporting marketing activities
 Embrace integrated marketing communications and communicateEmbrace integrated marketing communications and communicate
with a consistent voicewith a consistent voice
 Measure consumer perceptions of value and develop a pricingMeasure consumer perceptions of value and develop a pricing
strategy accordinglystrategy accordingly
 Establish credibility and appropriate brand personality and imageryEstablish credibility and appropriate brand personality and imagery
 Maintain innovation and relevance for the brandMaintain innovation and relevance for the brand
 Strategically design and implement a brand hierarchy and brandStrategically design and implement a brand hierarchy and brand
portfolioportfolio
 Implement a brand equity management system to ensure thatImplement a brand equity management system to ensure that
marketing actions properly reflect the brand equity conceptmarketing actions properly reflect the brand equity concept

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Seven Deadly Sins of Brand ManagementSeven Deadly Sins of Brand Management
1.1. Failure to understand the full meaning of theFailure to understand the full meaning of the
brandbrand
2.2. Failure to live up to the brand promiseFailure to live up to the brand promise
3.3. Failure to adequately support the brandFailure to adequately support the brand
4.4. Failure to be patient with the brandFailure to be patient with the brand
5.5. Failure to adequately control the brandFailure to adequately control the brand
6.6. Failure to properly balance consistency andFailure to properly balance consistency and
change with the brandchange with the brand
7.7. Failure to understand complexity of brandFailure to understand complexity of brand
equity measurement and managementequity measurement and management

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Industrial and B2B BrandingIndustrial and B2B Branding
 Adopt a corporate or family branding strategyAdopt a corporate or family branding strategy
 Link non-product-related imagery associationsLink non-product-related imagery associations
 Employ full range of marketing communicationEmploy full range of marketing communication
optionsoptions
 Leverage equity of other companies that areLeverage equity of other companies that are
customerscustomers
 Segment markets carefully and develop tailoredSegment markets carefully and develop tailored
branding and marketing programsbranding and marketing programs

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Guidelines for High-Tech BrandingGuidelines for High-Tech Branding
 Establish brand awareness and rich brand imageEstablish brand awareness and rich brand image
 Create corporate credibility associationsCreate corporate credibility associations
 Leverage secondary associations of qualityLeverage secondary associations of quality
 Avoid overbranding productsAvoid overbranding products
 Selectively introduce new products as newSelectively introduce new products as new
brands and clearly identify the nature of brandbrands and clearly identify the nature of brand
extensionsextensions

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Guidelines for Service BrandingGuidelines for Service Branding
 Maximize service qualityMaximize service quality
 Employ a full range of brand elements to enhanceEmploy a full range of brand elements to enhance
brand recallbrand recall
 Create and communicate strong organizationalCreate and communicate strong organizational
associationsassociations
 Design corporate communication programs thatDesign corporate communication programs that
augment consumers’ service encounters andaugment consumers’ service encounters and
experiencesexperiences
 Establish a brand hierarchy using distinct family orEstablish a brand hierarchy using distinct family or
individual brands as well as meaningful ingredientindividual brands as well as meaningful ingredient
brandsbrands

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Guidelines for Branding RetailersGuidelines for Branding Retailers
 Create a brand hierarchy consisting of the storeCreate a brand hierarchy consisting of the store
as a whole as well as individual departmentsas a whole as well as individual departments
 Enhance the manufacturer’s brand equity byEnhance the manufacturer’s brand equity by
communicating PODscommunicating PODs
 Establish brand equity at all levels of the brandEstablish brand equity at all levels of the brand
hierarchyhierarchy
 Create multichannel shopping experienceCreate multichannel shopping experience
 Avoid overbrandingAvoid overbranding

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Guidelines for Small Business BrandingGuidelines for Small Business Branding
 Emphasize building one or two strong brandsEmphasize building one or two strong brands
 Focus the marketing program on one or two keyFocus the marketing program on one or two key
associationsassociations
 Employ a well-integrated set of brand elements thatEmploy a well-integrated set of brand elements that
enhances both brand awareness and imageenhances both brand awareness and image
 Design creative brand-building push campaignsDesign creative brand-building push campaigns
 Leverage as many secondary associations asLeverage as many secondary associations as
possiblepossible

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Guidelines for Online BrandingGuidelines for Online Branding
 Don’t forget the brand building basicsDon’t forget the brand building basics
 Create strong brand identityCreate strong brand identity
 Generate strong consumer pullGenerate strong consumer pull
 Selectively choose brand partnershipsSelectively choose brand partnerships
 Maximize relationship marketingMaximize relationship marketing

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Future Brand PrioritiesFuture Brand Priorities
 How will branding change in the coming years?How will branding change in the coming years?
What are the biggest branding challenges? WhatWhat are the biggest branding challenges? What
will make a successful “twenty-first-centurywill make a successful “twenty-first-century
brand”?brand”?

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Building Brand EquityBuilding Brand Equity
 Brand elementsBrand elements
 In a cluttered, competitive marketplace, the brandIn a cluttered, competitive marketplace, the brand
elements that make up the brand will have to doelements that make up the brand will have to do
more and more of the selling job.more and more of the selling job.
 Marketing programsMarketing programs
 Strong brands in the twenty-first century also willStrong brands in the twenty-first century also will
rise above others by better understanding the needs,rise above others by better understanding the needs,
wants, and desires of consumers and creatingwants, and desires of consumers and creating
marketing programs that fulfill and even surpassmarketing programs that fulfill and even surpass
consumer expectations.consumer expectations.

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Measuring Brand EquityMeasuring Brand Equity
 Marketers of successful twenty-first-centuryMarketers of successful twenty-first-century
brands will create formalized measurementbrands will create formalized measurement
approaches and processes that ensure theyapproaches and processes that ensure they
continually monitor their sources of brandcontinually monitor their sources of brand
equity and those of competitors.equity and those of competitors.

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Managing Brand EquityManaging Brand Equity
 It will be essential in building strong twenty-first-It will be essential in building strong twenty-first-
century brands to align internal and external brandcentury brands to align internal and external brand
management.management.
 Internal brand managementInternal brand management ensures that employees andensures that employees and
marketing partners appreciate and understand basic brandingmarketing partners appreciate and understand basic branding
notions and how they can affect the equity of brands.notions and how they can affect the equity of brands.
 External brand managementExternal brand management requires understanding the needs,requires understanding the needs,
wants, and desires of consumers and creating brandwants, and desires of consumers and creating brand
marketing programs that fulfill and even surpass consumermarketing programs that fulfill and even surpass consumer
expectations.expectations.
 Companies must also align bottom-up and top-downCompanies must also align bottom-up and top-down
marketing management .marketing management .

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Achieving Marketing BalanceAchieving Marketing Balance
 The most fundamental challenge of marketingThe most fundamental challenge of marketing
and brand management is reconciling the manyand brand management is reconciling the many
potential trade-offs in marketing decisionspotential trade-offs in marketing decisions
 There are three means or levels of achievingThere are three means or levels of achieving
marketing balance, in increasing order ofmarketing balance, in increasing order of
potential effectiveness:potential effectiveness:
 AlternateAlternate
 DivideDivide
 FinesseFinesse