2. A frame work for
revitalizing dead and
declining brands
Here, we use findings from academic literature, detailed case
studies, and inter- views with marketing executives to
provide guidelines in dealing with declining brands.
3. We analyze the conditions that
lead to brand decline and brand
death, highlight signs that may
suggest an impending decline,
offer insights into assessing the
viability of reviving a brand, and
suggest various approaches that
can be used to strengthen the brand
and give it a second life.
5. Sometimes dying or dead
brands may still have
significant brand equity in
terms of high brand
awareness and
a strong brand image.
6. Ford realized that in- stead of trying to use
another brand name that meant little to the market,
it would be better off utilizing the Taurus brand
name, which had 90% name recognition and a
positive image (Kiley, 2007).
7. Reviving a brand is not just feasible;
it may very well be a more attractive strategy
than launching a new brand.
9. Today the power of a brand lies in its equity with
its customers, and over the years, a more
customer-based brand equity framework
has been developed.
10. Brand equity is defined as ''the differential effect that consumer
knowledge about a brand has on the customer's response to marketing
activity,'’…..
11. Brand equity is defined as ''the differential effect that consumer
knowledge about a brand has on the customer's response to marketing
activity,'' …
…..and ''consumer brand knowledge can be characterized in terms
of brand awareness and brand image dimensions''
12. Thus, when a brand
has high awareness
and consumers ’'hold strong,
favorable, and unique
brand associations,'’ it is
considered to have
strong equity.
21. 1. Managerial actions
Even when environmental factors and competitive
actions remain static, managerial actions can
significantly impact brand health.
22. 1. Managerial actions
Even when environmental factors and competitive
actions remain static, managerial actions can
significantly impact brand health.
In our research, we found that such actions can be
classified into five categories: product quality, price
increases, price cuts, brand neglect, and inability to
stay with the target market.
25. 2. Environmental
factors
Markets are dynamic in nature and can be significantly
influenced by the larger environment in which they operate.
They can undergo major trans- formations, which in turn
have an impact on the various companies in an industry and
their brands.
28. 3. Competitive
actions
In most markets today, a brand faces relentless onslaught
from its competitors. This can become particularly
problematic if the competitors have deep pockets.
30. 3. Competitive
actions
New competitors are able to leverage novel technologies or
marketing approaches to their advantage to challenge well-
established market leaders, which are often bound by their
legacy.
33. There are three key elements of a brand’s equity.
. decline in
rand knowledge
34. There are three key elements of a brand’s equity.
. decline in
rand knowledge
2. blurring of the differential effect
35. There are three key elements of a brand’s equity.
. decline in
rand knowledge
2. blurring of the differential effect
2.lackluster
customer responses
36. Differential Effect
In today’s competitive marketplace, consumers must be provided with
a compelling argument as to why they should choose a particular
brand from a wide variety of alternatives available to them.
37. Differential Effect
It is also important to ensure that consumers have sufficient exposure to
such a message, so that they are knowledgeable about the
brand’s assertions.
38. Brand Knowledge
It is imperative that consumers understand why a certain brand is a more
compelling choice than the other alternatives, whether because it is different
from them or represents a better value.
42. Customer Response
Purchase intentions and brand loyalty measures are other leading
Indicators that managers may look to for measuring customer response.
47. Take a long-term perspective.
Most brands take a long time to
build, and a long time to die.
48. Take a long-term perspective.
Most brands take a long time to
build, and a long time to die.
Reviving a brand is also a
long-term initiative, typically
taking more than a
year or two.
53. Correct mismanagement
of the brand.
One of the main problems
is the failure to clearly
understand brand decline
and the commitment to do
what is necessary to
reverse the trend,
and change strategies
that weakened the brand in
the first place.
54. Correct mismanagement
of the brand.
One of the main problems
is the failure to clearly
understand brand decline
and the commitment to do
what is necessary to
reverse the trend,
and change strategies
that weakened the brand in
the first place.
There are 3 ways to three ways to address some consistent themes
that have emerged in declining brands.
