SJIM | Strategic Brand Mgmt

Brands & Brand Management

Abraham I Karimpanal
 We will discuss…

• What is a brand?
• Why do brands matter?
• What can be branded?
• Discuss strong brands
• Branding challenges and opportunities
• The Brand Equity Concept

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What is a brand?

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 What is a brand?

• To the Company
– Biggest Asset

• To the Consumer (it’s a promise that)

– Simplifies DMP
– Reduce risk
– Set expectations

Creating strong brands that deliver on their promise ….

…maintaining and enhancing the strength of the brand!
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 What is a brand?
• Definition: “a name, term, sign, symbol, or design, or a
combination of them, intended to identify the goods and
services of one seller or group of sellers and to differentiate
them from those of competition.” American Marketing
Association (AMA),

• Brand Elements: Different components of a brand that

identify and differentiate it are brand elements.

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 What is a brand?

Different forms of the brand name….

• People’s names

• Place names

• Animal or bird names

• Inherent product meaning

• Others 6
 Brands vs. Products
• Product: anything we can offer to a market for attention,
acquisition, use, or consumption that might satisfy a
need.

• May be a physical good, a service, a retail outlet, a

person, an organization, a place, or even an idea.

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Five Levels of Meaning for a Product

PORTALABLE MP3 PLAYER

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 Brands vs. Products
Brand is more than a product – it differentiates it in some way
from other products design to meet the same need. They
may be

• Rational /tangible

• Symbolic/emotional/intangible

Discuss brands that have achieved competitive advantage

through product performance/continuous innovation vs.
non product related means
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 Brands vs. Products

Achieving competitive advantage through non product

related means

• Understanding consumer motivations and desires and

• …creating relevant and appealing images (associations)
around their products

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 Why do brands matter?

…. what functions do they perform and why is it so valuable to

marketers…
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 Importance of Brands to Consumers
• Identification of the source of the product
• Assignment of responsibility to product maker
• Risk reducer
• Search cost reducer
• Promise, bond, or pact with product maker
• Symbolic device
• Signal of quality
BRANDS
…define who you
Consumers are…& why u
Relationship matter - have
unique personal 12
meaning
 Reducing the Risks in Product Decisions

⮞Functional risk.
⮞Physical risk
⮞Financial risk
⮞Social risk
⮞Psychological risk
⮞Time risk

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 Importance of Brands to Firms

• Besides practical considerations - To firms, brands represent

enormously valuable pieces of legal property, capable of
influencing consumer behavior, being bought and sold, and
providing the security of sustained future revenues.

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 Importance of Brands to Firms

• Identification to simplify handling or tracing

• Legally protecting unique features
• Signal of quality level
• Endowing products with unique associations
• Source of competitive advantage
• Source of financial returns

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What can be branded?

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 Can everything be branded?
• A brand resides in the minds of consumers – a reflects the
perceptions and even the idiosyncrasies o the consumer.
• Consumers perceive differences among brands in a product
category – ‘who’ the product is, why its special etc.
• Even commodities can be branded:
– Coffee (Nescafe), chicken(Venkys), atta(Ashiwad), beer
(Kingfisher), salt (TATA), oatmeal (Quaker), pickles
(Ruchi), and even water (Besileri) – besides bananas,
pineapples, apples
– De Beers Group added the phrase “A Diamond Is Forever”
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18
 What is branded?
• Physical goods (Coca Cola, Mercedes-Benz, Sony etc)
• Services (Amex, Fed Ex, Hilton, British Airways etc)
• Retailers and distributors (Wal-Mart, Mark & Spencer Tesco
etc)
• Online products and services (Google, Amazon etc)
• People and organizations (National Geographic Society)
• Sports, arts, and entertainment
• Geographic locations (Truly Asia. Incredible India, God’s own
country, Las Vegas)
• Ideas and causes (WWF, AID Ribbon…) 19
Strong brands…

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Confidential Customized for Lorem Ipsum LLC Version 1.0

What are the strongest brands?

Brands are vulnerable, and susceptible to poor brand management

 Branding Challenges and Opportunities

• Savvy customers

• Brand proliferation

• Media fragmentation

• Increased competition

• Increased costs

• Greater accountability

• Regulation 22
 The Brand Equity Concept

• A unified conceptual framework – to measure the effect of

various brand strategies !
• No common viewpoint on how it should be conceptualized
and measured
• Branding is all about creating differences. Basic principles
of branding and brand equity:
– Differences arise from the ‘added value’ endowed to a product
– This value is created in many different ways
– BE provides the common denominator for assessing the value of the
brand
– There are many ways to exploit ‘value of brand’ to benefit the firm.
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 SOLD $ 800,000
Power of the brand

Cost $12.50

Actress Judy Garland’s Slippers

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(The Wizard of Oz)
 Strategic Brand Management
• Part II – Understanding Brand Equity (BE)– Chap. 2 & 3

• Part III – How to build BE – Chap – 4 to 7

• Part IV – How to measure BE – Chap 8-10

• Part V – How to manage BE –Chap 11 to 14

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 Strategic Brand Management
• It involves the design and implementation of marketing
programs and activities to build, measure, and manage brand
equity.
• The Strategic Brand Management Process is defined as
involving four main steps:
1. Identifying and establishing brand positioning and values
2. Planning and implementing brand marketing programs
3. Measuring and interpreting brand performance
4. Growing and sustaining brand equity
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 Strategic Brand Management Process
Design & implement marketing programs to build, measure and manage BE
Thank
you.
SJIM | Strategic Brand Mgmt
Customer Based Brand Equity

Abraham I Karimpanal
Where we stopped…

2
 But is it?
THE
● Brand Name VISIBLE
Sign
ELEMENTS
Design

Images
Attitudes
Security A Story
Expectations
Emotions A Relationship
A Short cut An experience
Confidence
Belonging Associations
Passion
 We have established…
• What is a brand / Why brands matter / What can be branded
/The importance of strong brands

• In order to build strong brands we need to

– Define BE
– Build BE
– Measure/Monitor BE and
– Manage BE

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 Strategic Brand Management
• Once we have figured out BE – then SBM is all about the design
and implementation of marketing programs and activities to
build, measure, and manage brand equity.
• The Strategic Brand Management Process is defined as
involving four main steps:
1. Identifying and establishing brand positioning and values
2. Planning and implementing brand marketing programs
3. Measuring and interpreting brand performance
4. Growing and sustaining brand equity
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 Today we will discuss…
The Brand Equity Concept (Customer Based)

• What is Customer Based Brand Equity

• Making a strong brand

– Sources of Brand Equity
– Steps of Brand Building

• Creating Customer Value

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 What is Customer Based Brand Equity?
From the customers perspective, we are trying to
understand…

• What do different brands mean to customers?

• How does brand knowledge of consumers impact their
response to various marketing activities of the brand?
Japp

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POWER OF THE BRAND -
DEMONSTRATED
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Marketing begins when you have answered :
Who am I?
Why do I matter? i.e.
established your positioning
 What is CBBE?

The Beer taste test – US Market

The beer brands are marketed on the following two dominant
dimensions

• ‘regular beers’ (Pabst) vs. premium beers (Budweiser),

• ‘lighter’ beers (Miller Lite, Coors) vs. ‘stronger’ beers (Colt
45, Guinness Stout).

• Group 1 - knew the brands they were tasting

• Group 2 – did not know the brands they were tasting 10
 THE BEER TEST
Premium

Light Strong

Regular
 THE BEER TEST (BLIND)
Premium

Light Strong

Regular
 What is CBBE?
… as the differential effect that brand knowledge has on
consumer response to marketing (activities) of that brand.

….what if there is no differential effect???

…brand knowledge, resides in the mind of consumers and is
based on…
…consumer differential response is reflected in perceptions and
preferences

Brands are a reflection of the past and a direction for the

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future
 What is CBBE?

…the power of the brand lies in what consumers have ….

…learnt …felt

…seen …heard

…experienced

…about the brand over time.

The power of the brand resides in the mind of the consumer 14

 Making a strong brand

…understanding the mind of the consumer.

How does the human store information in their mind

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 Associative network memory model

• Associative network memory model is a conceptual

representation that views memory as consisting of a set
of nodes and interconnecting links where nodes
represent stored information or concepts and links
represent the strength of association between this
information or concepts

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Associative network memory model

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 Brand Knowledge –
Brand node with various associations linked to it!
Brand Image
Perceptions – Brand
reflected by Awareness
associations Strength of
node

Draw the associative

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network for Apple brand
 Making a strong brand
SOURCES OF BRAND EQUITY

Brand Awareness

…high level of awareness and familiarity with the brand and…

Brand Image

…holds some strong , favorable and unique associations in memory

… the objective is to be able to differentiate from other brands within

a product category 19
 Making a strong brand
BRAND AWARENESS
• Brand recognition vs Brand recall

• Advantages of Brand Awareness

– Learning advantage (establishing the brand node in the mind of
consumer)
– Consideration advantage (increase the propensity of being in the
consideration set … recall of some information can inhibit recall of others)
– Choice Advantage
• Consumer purchase motivation (in low involvement purchase – awareness
can drive brand choice )
• Consumers Purchase ability (when they do not have the knowledge or
experience to judge quality) 20
 Making a strong brand
ESTABLISHING BRAND AWARENESS

• Increasing familiarity through repeated ‘exposures’?

• More the consumer ‘experiences’ the brand…more strongly
will the brand be registered in memory…experience the
name, symbol, logo, character, packaging or slogan
• Repetition alone will not suffice – will need to create the right
linkages to product categories or other purchase/consumption
cues

Create brand awareness =

Exposure (recognition) + strong associations (recall) 21
 Making a strong brand
BRAND IMAGE

Takes marketing programs that link strong, favorable and unique

associations to the brand in the memory of the consumer –
irrespective of source! (Discuss -The Body Shop & Redbull brands)

• Strength of brand association (past experience/WoM)

– Brand attributes (descriptive features) and brand benefits (value and
meaning)
• Favorability of brand association – associations that are..
– …desired by the consumers(relevant/distinctive/believable)
– …delivered by the product
– …conveyed by supporting marketing program(USP) 22
 Making a strong brand
STEPS OF BRAND BUILDING

• WHO ARE YOU? - Identification & association with product

category/need
• WHAT ARE YOU? – Establish brand meaning (why you matter) by
strategically linking brand associations (tangible & Intangible) with
certain properties
• WHAT ABOUT YOU?- Elicit proper responses to above
‘identification’ and ‘meaning’ – think/feel about you
• WHAT ABOUT US (U&ME)? – how much of a relationship would I
like to have with you (extent of loyalty)
Thus the branding ladder will be…
IDENTITY>>MEANING>>RESPONSE>>RELATIONSHIPS 23
 Making a strong brand
STEPS OF BRAND BUILDING – B.E. PYRAMID
Stages of Brand Branding Objective
Development at each stage

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 Making a strong brand
STEPS OF BRAND BUILDING – B.E. PYRAMID

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 THE HEINEKEN
BRAND EQUITY PYRAMID

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 Making a strong brand
IMPLICATIONS TO BRAND BUILDING

• CBBE Model provide a roadmap

– provides the metric for each of the 6 blocks o track the
brand
• Reinforces the following branding principles
– Customers Own Brands
– Don’t take shortcuts with brands
– Brands should have a duality (must appeal to both the
head and the heart)
– Brands should have richness – depth
– Brand resonance provides important focus 27
 Creating Customer Value

CONSUMER Relationship BRAND

…. ALWAYS REMAIN CUSTOMER FOCUSSED!

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DISCUSS VOLKSWAGEN AND PHILLIPS
 Creating Customer Value
Customer Relationship Management
• Discuss
– CLV & Customer Equity (Balancing the Cost of
acquisition/Cost of retention)
• Invest in the highest Value Customers first
• Transform product management into customer management
• Consider how add-on sales and cross selling can increase
customer equity
• Look for ways to reduce acquisition costs
• Track customer equity gains and losses against marketing
programs
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• Relate branding to customer equity
 Strategic Brand Management Process
Design & implement marketing programs to build, measure and manage BE
Thank
you.
SJIM | Strategic Brand Mgmt
Brand Positioning

Abraham I Karimpanal
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Answer

87

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4
Where we stopped…

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 We have established…
• …what/why/importance/role of ‘brands’

• …defined BRAND EQUITY

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 What is CBBE?
The differential effect that brand knowledge has on
consumer response to marketing (activities) of that
brand.

The power of the brand resides in the mind of the consumer 7

 Making a strong brand
SOURCES OF BRAND EQUITY/BRAND KNOWLEDGE

Brand Awareness (node or trace in the memory)

…high level of awareness and familiarity with the brand and…

Brand Image (link to other nodes in the memory)

…holds some strong , favorable and unique associations in memory

… the objective is to be able to differentiate from other brands within 8

a product category
 Making a strong brand
STEPS OF BRAND BUILDING – B.E. PYRAMID
Stages of Brand Branding Objective at
Development each stage

Purchase Loyalty
Attachment (love for the brand)
Identifying with community
Engagement – evangalising the brand

Assessment of product quality?

Establishing credibility of brand Does this brand give you a feeling of
How likely are you to recommend brand to warmth/fun/excitement/security/ social
others? approval/ self respect?
Competitive advantage?

How reliable/durable/serviceable Do u admire/respect the people who use this

Do you like the look/feel/design brand?
Do you think its VFM Which best describes this brand – d-t-e,
honest, daring, u-t-d, reliable successful,
charming, out doorsy…
What brands come to your mind…
…when you think ‘mobile phones’?
…when you think ‘smart phone’?
…when you think ‘touch screen phone’? 9
 Strategic Brand Management
• Once we have figured out BE – then SBM is all about the
design and implementation of marketing programs and
activities to build, measure, and manage brand equity.
• The Strategic Brand Management Process is defined as
involving four main steps:
1. Identifying and establishing brand positioning and values
2. Planning and implementing brand marketing programs
3. Measuring and interpreting brand performance
4. Growing and sustaining brand equity
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 Brand Positioning
…is at the heart of marketing strategy

It is the act of designing the company’s offer and image so that

it occupies a distinct and valued place in the mind of the target
customers’ minds.

...why do you matter to your target segment/audience 11

 Brand Positioning
Identifying and establishing brand positioning

• Who is the target consumer

• Who are the main competitors

• Similarities to competitors (points-of-parity)

• Differences from competitors.(points-of-difference)

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The diet soda ‘battlefield’

Caught in ‘no man’s land’ –

offering an unsatisfactory
compromise between taste and 13
calories
 Target Segment
• Identifying the consumer target is important because
different consumers may have different brand knowledge
structures and thus different perceptions and preferences
for the brand.

• A market is the set of all actual and potential buyers who

have sufficient interest in, income for, and access to a
product. In other words, a market consists of all
consumers with sufficient motivation, ability, and
opportunity to buy a product.

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 Toothpaste market
Example of behavioral segmentation
• The Sensory segment
: seeking flavor and product appearance.
• The Sociables
: seeking brightness of teeth
• The Worriers
: seeking decay prevention
• The Independent segment
: seeking low price

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 Brand Positioning
Identifying and establishing brand positioning

• Who is the target consumer (pick your segment)

• Who are the main competitors (identify competitors – discuss

the product hierarchy depth & breadth of awareness)

• Similarities to competitors (points-of-parity)

• Differences from competitors.(points-of-difference)

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 Indian Car Market
• Till late 1980s – Only HM Ambassador and Premier Padmini
• 1988 – Maruti 800 (later Zen)
• Ford, Opel, Mitsubhishi and Daewoo introduced Sedans
• Small car dominated by Maruti
• 1998 – Fiat Uno, Matiz and Santro launched
• Dec 1998 Tata Indica launched – Give customers MORE
– More space, more safety, more economy, more style

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 Nature of competition
• Not to be too narrow in defining competition

• Often, competition may occur at the benefit level rather than

the attribute level.

• Recognizing the nature of different levels of competition has

important implications for the desired brand associations.

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 Competitive frame of reference
• Once the appropriate competitive frame of reference for
positioning has been fixed by defining the customer target
market and nature of competition, the basis of the positioning
itself can be defined.

• Arriving at the proper positioning requires establishing the

correct points-of-difference and point-of-parity associations.

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 Points-of-Difference Associations
• Points-of-Difference (PODs) are attributes or benefits that
customer strongly associate with a brand, positively
evaluate, and believe that they could not find to the same
extent with a competitive brand.
• Similar to USP
• Discuss Ikea – taking a luxury product from Sweden to the
masses
• Brand associations can be either functional, performance-
related or abstract, imagery-related considerations.

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 Points-of-Parity Associations
• Points-of-parity (POPs) are those associations that are not
necessarily unique to the brand but may in fact be shared
with other brands.
1. Category points-of-parity are those associations that
consumers view as being necessary to be a legitimate
and credible offering within a certain product or service
category. Nivea – gentle, protective, caring – strong
(deo), beautiful (shampoo), colorful (cosmetics)
2. Competitive points-of-parity are those associations
designed to negate competitors’ point of difference.
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 Points of Parity VS Points of Difference
• To achieve a point of parity on a particular attribute or
benefit, a sufficient number of customers must believe that
the brand is “good enough” on that dimension.
• There is a “zone” or “ range of tolerance or acceptance”
with POPs
• Points of parity are thus easier to achieve than points of
difference.

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 Positioning
The optimal competitive brand positioning are

...defining and communicating the competitive frame of

reference (product category).

...choosing and establishing points of parity and points of

difference.

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 1. Defining and communicating the
competitive frame of reference
• A starting point is determine category membership
which a brand competes.
• Choosing to compete in different categories often
results in different competitive frames of reference
and thus different POPs and PODs.
• The preferred approach to positioning is to inform
consumers of a brand’s membership before stating its
point of difference in relation to other category
members.

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 Choosing and establishing points of parity
• Choosing Points-of-Parity
Three main ways to convey a brand’s category
membership :
• Communicating category benefits.
• Comparing to exemplars
• Relying on the product descriptor

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Choosing and establishing points of difference
• Choosing Points-of-Difference
The two most important considerations :
• Desirability criteria : 3 keys
• Relevance
• Distinctiveness
• Believability
• Deliverability criteria : 3 keys
• Feasibility (actual or potential ability of the product to
perform at the level stated)
• Communicability
• Sustainability
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 Establishing Points of Difference
• Many of the attributes or benefits make up the POPs or
PODs are negatively correlated.
e.g. “low price” vs “high quality”
• Increasing level of effectiveness
• Separate the attributes (H&S in Europe)
• Leverage equity of another entity (Celebrity, brand or
event)
• Redefine the relationship
ex: apple “user friendly” also means “The power to be
your best”
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 Updating positioning over time
Updating positioning involves two main issues:

1. How to deepen the meaning of the brand to tap into core brand values
or other, more abstract consideration (laddering based on Maslow’s
hierarchy) :

1. How to respond to competitive challenges that threaten an existing

positioning (reacting)
• Do nothing
just stay the course and continue brand-building efforts.
• Go on the defensive
to add some reassurance in the product or advertising to
strengthen POPs and PODs.
• Go on the offensive
reposition the brand to address the threat, launch a product
extension or ad campaign.
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 Defining and establishing brand values
• Core brand values are those set of abstract associations
(attributes and benefits) that characterize the 5 to 10 most
important aspects or dimensions of a brand.
• First step is to create a detailed mental map of the
brand.A mental map accurately portrays in detail all
salient brand associations and responses for a particular
target market.(When do you think of this brand,what
comes to mind?)
• Second step,brand associations are grouped into
categories according to how they are related.
Core brand value
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 Brand Mantras (1)
• A brand mantra is an articulation of the “heart and soul”
of the brand.
• Brand mantras are short, three-to five-word phrases that
capture the irrefutable essence or spirit of the brand
positioning and brand values.
• Their purpose is to ensure that all employees within the
organization and all external marketing partners
understand what the brand most fundamentally is to
represent with customers so that they can adjust their
actions accordingly.

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 McDonalds Mental Map
FOLKS
FUN

FOOD
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 Brand Mantras
Must economically communicate what the brand IS and what it
is NOT
Emotional Descriptive
Brand
Modifier Modifier
Functions

Nike Authentic Athletic

Performance
Disney Fun Family
Entertainment

• Brand function term describes the nature of the product or the type of 32
experiences or benefits that the brand provides
 Internal Branding
• Core brand values and brand mantras point out the
importance of internal branding making sure that members
of the organization are properly aligned with the brand and
what it represents.

• Branding should be perceived as participatory.

• B2E (business-to-employee)

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 Brand audit
…understanding the health of the brand
• A brand audit is a consumer-focused exercise that involves
a series of procedures to access the health of the brand,
uncover its sources of brand equity, and suggest ways to
improve and leverage its equity.
• Brand inventory is to provide a complete, up-to-date
profile of how all the products and services sold by a
company are marketed and branded.
• Brand exploratory is research activity directed to
understanding what consumers think and feel about the
brand to identify sources of brand equity.

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 Assignment 1

Brand Positioning|
• Pick a category dominated by two main brands.
• Evaluate the positioning of each brand.
• Who are their target markets/audience?
• What are their main points-of-parity and points-of difference?
• Have they defined their positioning correctly?
• How might it be improved?

Deliverable: Team Presentation. 5-minute presentations,

followed by a 2-minute Q&A. due on Monday 02-11-2020
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Thank
you.
SJIM | Strategic Brand Mgmt
Choosing ‘Brand Elements’

Abraham I Karimpanal
Where we stopped…

2
 Strategic Brand Management
• Once we have figured out BE – then SBM is all about the
design and implementation of marketing programs and
activities to build, measure, and manage brand equity.
• The Strategic Brand Management Process is defined as
involving four main steps:
1. Identifying and establishing brand positioning and values
2. Planning and implementing brand marketing programs
3. Measuring and interpreting brand performance
4. Growing and sustaining brand equity
3
 We have established…
…….the first step of SBM - identifying and establishing
brand positioning and values involving…
– Establishing the competitive frame of reference (TA and Cs)
– Establishing PoDs and PoPs
– Evolving a unique brand identity/promise – described by its ‘brand
mantra’
….the NEXT steps of SBM
– Planning and implementing brand marketing programs
– Measuring and interpreting brand performance
– Growing and sustaining brand equity
4
 Planning and implementing brand marketing programs

Starts by putting together the right ‘brand

elements’
…to enhance brand
awareness
&
…facilitate brand
associations
5
 What are the brand elements?
Brand elements, sometimes called brand identities, are those
‘trademarkable’ devices that serve to identify and differentiate
the brand

1.Brand names & URLs

2.Logos & symbols
3.Characters
4.Slogans & Jingles
5.Packaging & Signage
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 Criteria for choosing brand elements

• Memorability
• Meaningfulness Marketer’s offensive strategy
and build brand equity
• Likability

• Transferability
• Adaptability Defensive role for leveraging
and maintaining brand equity
• Protectability
7
8
 Memorability
...easily recognised, easily recalled!

• Achieving awareness
• Elements that are attention getting and memorable helps to
recognise and recall

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 Meaningfulness
...descriptive or persuasive!

• Suggest something about product category

• Suggest something about the brand benefit

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 Likeability
...aesthetically appealing!

• …likeable visually
• …likeable verbally
 Transferability
...suitability for line, category or geography extensions!

• Less specific the more transferable

Vs
.
 Transferability
...suitability for line, category or geography extensions!
 Adaptability
...remaining relevant over time!

• Changes in consumer values and opinions

• Remaining contemporary
 Protectability
...both legally and competitive sense!

• Formally register with concern authority

• Protected internationally
• Defend against infringement
The Marie biscuit was created by the LondonThe Marie biscuit was created by the London bakery Peek FreansThe Marie biscuit
was created by the London bakery Peek Freans in 1874 to commemorate the marriage of the Grand Duchess Maria Alexandrovna
of RussiaThe Marie biscuit was created by the London bakery Peek Freans in 1874 to commemorate the marriage of the Grand
Duchess Maria Alexandrovna of Russia to the Duke of Edinburgh.[1] It became popular throughout Europe, particularly in Spain It
became popular throughout Europe, particularly in Spain where, following the Civil War, the biscuit became a symbol of the
country's economic recovery after bakeries produced mass quantities to consume a surplus of wheat
Why have multiple brand
elements?

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 Brand Names
...central of all brand elements!

• Easily remembered
• Highly suggestive of the product class and benefits served
based on positioning + all the other desired characteristics
• Difficult to decide and subsequently change
Discuss Mop & Glo floor wax, Close-up, Diehard Batteries etc
 Brand Names
...central of all brand elements!

Naming procedure
• Define Objectives
• Generate names
• Screen initial candidates
• Study candidate names (5-10)
• Research the final candidates
• Select the final name
Brand Names
7 crucial naming mistakes
 Logos and symbols
...the visual element!
• Trademarks, logos(Nike, Olympics, Mercedes), ‘word marks’
(Coca Cola, Kit-Kat) and in between…(Apple, Red Cross,
Rolex
• Benefit – easily recognisable, versatile, more ‘changeable’
 Characters
...human or real life characters!

• Introduced through advertising

• Benefits – getting attention
• Caution – could dominate other brand elements
 Slogans
...communicates information about the brand !

• Communicate descriptive or persuasive information about the

brand
• Appears in ads and sometimes even on packaging
 Slogans
...communicates information about the brand !
• Oh! Yes, Abhi • The taste of India
• I’m loving it • Because you are worth it
• Hungry Kya! • Take care
• A lot can happen over coffee • Its liquid engineering
• Jo biwi se kare pyar, woh ___ se • An idea can change your life
kaise kare inkaar
• Ka mazboot zod
• The joy of flying
• The best a man can get
• The ultimate driving machine
• Har ghar kuch kehta hai
• Made like a gun, goes like a bullet
• Tanda Tanda Kool Kool
• Kuch meeta ho jaaye
 Slogans
...communicates information about the brand !
 Jingles
...musical messages written around a brand!

• Composed by professional song writers

• Kit Kat (Hippo/Squirrel/Dancing Babies)
• Intel
 Packaging
...designing containers or wrappers!

Objectives
• Identify the brand
• Convey descriptive and persuasive info
• Facilitate product transportation and protection
• Assist at home storage
• Aid product consumption
 Putting it all together
...’mix & match brand elements to maximize BE!

Brand
Logos & Slogans and
Criterion Names & Characters Packaging
Symbols Jingles
URLs
Enhance brand
More for brand More for brand Enhance brand recall & More for brand
Memorability recall &
recognition recognition recognition recognition
recognition
Re-enforce
Re-enforce
associations – For non product related Explicitly convey Explicitly convey
Meaningfulness associations –
sometimes imagery association association
sometimes indirectly
indirectly

Evoke verbal Generate human Combine visual and

Likability imagery
Provoke visual appeal
qualities
Evoke verbal imagery
verbal appeal

Tranferability Limited Excellent Limited Limited Good

Can sometimes be re-

Adaptability Difficult Can be re-designed
designed
Can be modified Can be redesigned

Protectability Generally Good Excellent Excellent Excellent Can be copied

27
Thank
you.
SJIM | Strategic Brand Mgmt
Designing Marketing Programs to Build Brand Equity

Abraham I Karimpanal
Learning Objectives
Identify some of the new perspectives and developments in marketing

Describe how marketers enhance product experience

Explain rationale for value pricing

List some of the direct and indirect channel options

Summarize the reasons for growth in private labels

Where we stopped…

3
 We have established…
• …what/why/importance/role of ‘brands’

• …defined BRAND EQUITY

4
 Making a strong brand
SOURCES OF BRAND EQUITY

Brand Awareness (node or trace in the memory)

…high level of awareness and familiarity with the brand and…

Brand Image (link to other nodes in the memory)

…holds some strong , favorable and unique associations in memory

… the objective is to be able to differentiate from other brands within a

product category
5
 Making a strong brand
STEPS OF BRAND BUILDING – B.E. PYRAMID

Stages of Brand Branding Objective at each

Development stage

Purchase Loyalty
Attachment (love for the brand)
Identifying with community
Engagement – evangalising the brand

Assessment of product quality? Does this brand give you a feeling of

Establishing credibility of brand warmth/fun/excitement/security/ social
How likely are you to recommend brand to approval/ self respect?
others?
Competitive advantage?
How reliable/durable/serviceable Do u admire/respect the people who use this
Do you like the look/feel/design brand?
Do you think its VFM Which best describes this brand – d-t-e, honest,
daring, u-t-d, reliable successful, charming, out
doorsy…
What brands come to your mind…
…when you think ‘mobile phones’?
…when you think ‘smart phone’?
…when you think ‘touch screen phone’?
6
 Strategic Brand Management
• Once we have figured out BE – then SBM is all about the
design and implementation of marketing programs and
activities to build, measure, and manage brand equity.
• The Strategic Brand Management Process is defined as
involving four main steps:
1. Identifying and establishing brand positioning and values
2. Planning and implementing brand marketing programs
3. Measuring and interpreting brand performance
4. Growing and sustaining brand equity
7
 Designing brand marketing programs
Integrating marketing activities to enhance brand awareness,
improve brand image, elicit positive brand responses and
increase brand resonance

• Starts by putting together the right brand elements (Chapter 4)

• Chapter 5 will look specifically at planning and implementing

– Product strategy
– Pricing strategy
– Distribution strategy

8
 New Perspectives on Marketing
…changes in tactics to reflect the shifts in the external marketing environment

• Internet and connectivity | rapid technology development

• Greater customer empowerment
• Fragmentation of traditional media
• Channel transformation and disintermediation
• Increased competition & Industry convergence
• Globalisation and growth of developing markets
• Concern for the environment, community & social concerns

9
 New Perspectives on Marketing
…changes in tactics to reflect the shifts in the external marketing environment
Consumers
• Can wield substantially more customer power
• Can purchase a greater variety of goods and services
• Can obtain a greater amount of information on practically anything
• Can more easily interact with marketers in placing orders and receiving
orders
• Can interact with out consumers and compare notes
Companies
• MIS / CRM
• Customisation
• Targeted communication
• Collect better customer information (attitudes and behaviour) 10
 New Perspectives on Marketing
…changes in tactics to reflect the shifts in the external marketing environment

• Integrated marketing programs and activities | Holistic Marketing

• Personalizing marketing
– Experiential marketing
– Relationship marketing
■ Mass customization
■ One to one marketing
■ Permission marketing

11
 Product Strategy
...at the heart of a great brand is invariably a great product

• Satisfying customer needs |How consumers form their

opinions of quality and value of products?

• How marketers use relationship marketing perspective in

formulating product strategy and offerings

12
 Product Strategy
Perceived Quality and Value

While the dimensions can vary from category to category the general
dimensions include (driving perceived quality)
• Primary ingredients & supplementary features
• Product reliability, durability & serviceability
• Style and design

• PLUS the Brand intangibles ( beyond the functional benefits – process and
relationship benefits)
• Value chain – opportunity to build brand equity

13
 Product Strategy
Aftermarketing

User manuals - Customer service programs - Loyalty programs

Built on the premise current customers are key to long term success
• Cost of new customer acquisition (x5)
• Average company losses 10% customers yearly
• 5% increase in retention = 25-85 % increase in profits
• Older customers tend to be more profitable

14
 Pricing Strategy
…consumers price perceptions | they rank brands according to price tiers

Based on your objectives

• Survival
• Maximum current profit
• Maximum market share
• Maximum market skimming
• Product-quality leadership

15
 Pricing Strategy
…consumers price perceptions | they rank brands according to price tiers

16
 Pricing Strategy
…consumers rank brands according to price tiers

Common pricing mistakes marketers make…

• Determine costs and add traditional industry margins
• Failure to revise price to capitalize on market changes
• Setting price independently of the rest of the marketing mix
• Failure to vary price by product item, market segment,
distribution channels, and purchase occasion

Value pricing – price premiums must match the value perceptions of the brand
Discuss i-flex & Mallboro 17
 Getting to the right pricing
Some pricing strategies adopted by marketers in India

• Sachet Pricing
• Combination pricing
• Simplified pricing plan
• Invitation pricing
• Loss-leader pricing
• Value pricing
• Psychological pricing
• Prestige pricing
• Event pricing
18
 Channel Strategies
...can have profound impact on brand equity

Marketing channels are defined as ‘sets of interdependent

organisations involved in the process of making a product
or service for use or consumption’

19
 Channel Strategy
• Channel Design (guided by the principle of maximizing coverage while reducing conflict)
– Direct
– Indirect
– Integrated shopping experience –
■ Eg Nike | Niketown Stores, NikeStore.com, Outlet Stores, Retail,
Catalog retailers, Speciality Stores

– Channels offer - information, entertainment & experience

Discuss tupperware sales channel

20
 Channel Strategy
Indirect channel
● Retailers (...have the greatest opportunity to effect brand equity)
○ managing/matching store’s image & the brand image of products it
sells
○ Push & Pull strategies (manufacturing have to collaborate with
retailers to protect their brand equity) (Vlasic pickles story)
○ Channel Support

Services offered
by channels)
21
 Channel Strategy
Retail segmentation

Cooperative advertising

22
 Channel Strategy
Direct channel
● Company owned stores (better control and owning the customer relationship)
○ Apple, Nike, Levi’s, Dr Martin’s, Bang & Olufsen
● Pop-up store (P&G in New York - 4k sqft outlet, 14k customers)
● Stores-within-a-store
● Other means - phone,email,
● Online strategies

23
Channel Strategy

24
Thank
you.
SJIM | Strategic Brand Mgmt
Leveraging secondary brand associations to build BE

Abraham I Karimpanal
Where we stopped…

2
 Strategic Brand Management
• Once we have figured out BE – then SBM is all about the
design and implementation of marketing programs and
activities to build, measure, and manage brand equity.
• The Strategic Brand Management Process is defined as
involving four main steps:
1. Identifying and establishing brand positioning and values
2. Planning and implementing brand marketing programs
3. Measuring and interpreting brand performance
4. Growing and sustaining brand equity
3
 Planning and implementing brand marketing
programs
Building Brand Equity:

• Starts by putting together the right brand elements (Chapter 4)

• Planning and implementing

– Product strategy (Chapter 5)
– Pricing strategy (Chapter 5)
– Distribution strategy (Chapter 5)
– Integrating Marketing Communications (Chapter 6)
– Leveraging secondary associations (Chapter 7) 4
 What we will discuss...

1. Outline the eight main ways to leverage secondary associations

2. Explain the process by which a brand can leverage secondary association

3. Describe some of the key tactical issues in leveraging secondary associations

from different entities

Transfer of Brand Knowledge
 Associative network memory model

• Associative network memory model is a conceptual

representation that views memory as consisting of a set
of nodes and interconnecting links where nodes
represent stored information or concepts and links
represent the strength of association between this
information or concepts

7
Associative network memory model

8
 Brand Knowledge –
Brand node with various associations linked to it!
Brand Image
Perceptions – Brand
reflected by Awareness
associations Strength of
node

Draw the associative

9
network for Apple brand
Secondary Sources of Brand Knowledge

10
 Leveraging Secondary Associations
• Creation of new brand associations
• Effects on existing brand knowledge

• Factors predicting the extend of leverage

– Awareness and knowledge of the entity
– Meaningfulness of the knowledge of the entity
– Transferability of the knowledge of the entity

7.11
 Leveraging Secondary Associations
Brand associations may themselves be linked to other entities, creating
secondary associations:

1. Company (through branding strategies)

2. Country of origin (through identification of product origin)
3. Channels of distribution (through channels strategy)
4. Other brands (through co-branding)
a. Special case of co-branding is ingredient branding
5. Characters (through licensing)
6. Celebrity spokesperson (through endorsement advertising)
7. Events (through sponsorship)
8. Other third-party sources (through awards and reviews)
7.12
 Leveraging Secondary Associations
• These secondary associations may lead to a transfer of:
– Response-type associations
• Judgments (especially credibility)
• Feelings
– Meaning-type associations
• Product or service performance
• Product or service imagery

7.13
1. Company
Branding options for a few product

1. Create a new brand

2. Adopt or modify an existing brand
3. Combine an existing and new brand

Kingfisher Beer - King of good times - how do they advertise in India?

Discuss strategies of HP/Samsung with that of P&G

https://www.youtube.com/results?sp=mAEB&search_query=itc+e+choupal+
7.14
2. Country of origin & other geographic areas
▪ Many countries have become known for certain expertise or carry
certain images | Brands that link to country of origin..
▪ Levi’s jean - United States
▪ Chanel Perfume - France
▪ BMW - Germany
▪ Mont Blanc pens -Switzerland
▪ Dewar’s whiskey - Scotland
▪ Cadbury - England
▪ Fosters - Austrailian
https://www.youtube.com/watch?v=Lw8J0rkAVs4&t=200s
Indian tourism slogans - ‘!ncredible India’ & ‘God own country’
Las Vegas - ‘What happens here, stays here’ 7.15
 3. Channels of Distribution
A consumer may infer certain characteristics about a brand on the
basis of where it is sold.
“If it’s sold by Nordstrom, it must be good quality.”

Consumers may perceive the same brand differently depending

on whether it is sold in a store seen as prestigious and exclusive,
or in a store designed for bargain shoppers and having more
mass appeal.
Discussed in detail in Chapter 5

7.16
4. Other brands - Co-Branding
▪ Occurs when two or more existing brands are combined
into a joint product or are marketed together in some
fashion
▪ Examples:
Jet Airways – citibank Credit Card

7.17
Advantages of Co-Branding
▪ Borrow needed expertise
▪ Leverage equity you don’t have
▪ Reduce cost of product introduction
▪ Expand brand meaning into related categories
▪ Broaden meaning
▪ Increase access points
▪ Source of additional revenue

7.18
Disadvantages of Co-Branding
▪ Loss of control
▪ Risk of brand equity dilution
▪ Negative feedback effects
▪ Lack of brand focus and clarity
▪ Organizational distractions

7.19
Ingredient Branding
▪ A special case of co-branding that involves creating
brand equity for materials, components, or parts that
are necessarily contained within other branded
products
▪ Examples:
▪ Intel inside

7.20
5. Licensing
▪ Involves contractual arrangements whereby firms can
use the names, logos, characters, and so forth of other
brands for some fixed fee
▪ Examples:
▪ Entertainment (Star Wars, Jurassic Park, etc.)
▪ Television and cartoon characters (The Simpsons)
▪ Designer apparel and accessories (Calvin Klein,
Pierre Cardin, etc.)

7.21
6. Celebrity Endorsement
▪ Draws attention to the brand
▪ Shapes the perceptions of the brand
▪ Celebrity should have a high level of visibility and a rich set
of useful associations, judgments, and feelings
▪ Q-Ratings to evaluate celebrities

Discuss BB and Cadbury’s

7.22
Celebrity Endorsement: Potential Problems
▪ Celebrity endorsers can be overused by endorsing many
products that are too varied.
▪ There must be a reasonable match between the celebrity and the
product.
▪ Celebrity endorsers can get in trouble or lose popularity.
▪ Many consumers feel that celebrities are doing the endorsement
for money and do not necessarily believe in the endorsed brand.
▪ Celebrities may distract attention from the brand.

7.23
7. Sporting, Cultural, or Other Events
• Sponsored events can contribute to brand equity by becoming
associated to the brand and improving brand awareness,
adding new associations, or improving the strength,
favorability, and uniqueness of existing associations.

• The main means by which an event can transfer associations

is credibility.

Discuss Redbull
https://www.youtube.com/watch?v=yRX1jFEQApw
7.24
8. Third-Party Sources
• Marketers can create secondary associations in a number of
different ways by linking the brand to various third-party
sources.
• Third-party sources can be especially credible sources.
• Marketers often feature them in advertising campaigns and
selling efforts .
– Example: J.D. Power and Associates’
well-publicized Customer Satisfaction Index

7.25
Global NCAP
Thank
you.
SJIM | Strategic Brand Mgmt
Developing a BE Measurement & Management System

Abraham I Karimpanal
 Learning Objectives
• Describe the new accountability in terms of ROMI.

• Outline the two steps in conducting a brand audit.

• Describe how to design, conduct, and interpret a tracking study.

• Identify the steps in implementing a brand equity management

system.
The New Accountability

Discuss Dominos
 Conducting Brand Audits
Brand Audit: Comprehensive examination of a brand to discover its
sources of brand equity.

Marketing Audit: Independent examination of a company’s

marketing environment, objectives, strategies, and activities.
• Agreement on objectives, scope, and approach.
• Data collection.
• Report preparation and presentation.
 Brand Inventory
What do you believe the customers see/experience of your brand
Comprehensive profile of how all the products and services of a
company are marketed and branded.

Profiling requires marketers to catalogue:

• Visual and written form for each product or service sold.
• The inherent product attributes or characteristics of the brand.
• Pricing, communications, and distribution policies.

What do you think the customer

sees? Is it consistent? Are they
any overlaps?
B
R
A
N
D

I
N
V
E
N
T
O
R
Y
 Brand Exploratory
What do customers really think and feel about the brand

Desk Research | Past studies,

interview internal personnel, check
archives

Qualitative Research | To cover a broad range

of issues and to dig deeper into consumer
perceptions. Qualitative techniques include ...

Quantitative Research | Assessment

of depth and breadth of awareness
and the strength, favorability and
uniqueness of associations
 Brand Exploratory
Qualitative research outcomes | What do customers really think and feel about the brand
Classic MTV Mental Map Possible MTV Core
Brand Associations
 Brand Exploratory
Qualitative research outcomes | What do customers really think and feel about the brand

Mayo Clinic Brand Concept Map

 Brand Positioning and the Supporting
Marketing Program
Ideal brand positioning aims to achieve congruence between:

• What customers currently believe about the brand.

• What customers will value in the brand.

• What the firm is currently saying about the brand.

• Where the firm would like to take the brand.

John Roberts’s Brand Positioning Considerations
 Designing Brand Tracking Studies
For short term tactical decisions related to the brand

Continuously measuring -
Brand Awareness, brand associations, brand attitudes, brand attachment, brand activity/experience
Designing Brand Tracking Studies
For short term tactical decisions related to the brand
Establishing a Brand Equity Management System
 Brand Charter
Formalize the company view of their brand equity into a document -also called
the brand bible
 Brand Charter
Formalize the company view of their brand equity into a document -also called
the brand bible

• Formalizes the company view of brand equity into a document.

• Provides relevant guidelines to marketing managers and key

marketing partners.

• Should be updated on an annual basis to provide decision makers

with a current brand profile.
Brand Equity Report

What is happening to the brand

- and why?

How the information is

presented
 Brand Equity Report
The three customer-related
metrics that help drive and predict
Harrahs business performance

1) Share of wallet
2) Loyalty program updates
3) % revenue from visiting
harrahs multiple casinos

Discuss Nordstrom -internal branding

Brand Equity Responsibilities
 To Sum up...
• The company view of brand equity should be formalized into a
document.

• The results of the tracking surveys should be assembled into a

brand equity report.

• Senior management must be assigned to oversee brand equity

within the organization.
Thank you.
 CHAPTER 8:

DEVELOPING A BRAND EQUITY MEASUREMENT

AND MANAGEMENT SYSTEM

Kevin Lane Keller

Tuck School of Business
Dartmouth College 23
Where we stopped…

24
 Strategic Brand Management
• Once we have figured out BE – then SBM is all about the
design and implementation of marketing programs and
activities to build, measure, and manage brand equity.
• The Strategic Brand Management Process is defined as
involving four main steps:
1. Identifying and establishing brand positioning and values
2. Planning and implementing brand marketing programs
3. Measuring and interpreting brand performance
4. Growing and sustaining brand equity
25
 Building Customer Based Brand Equity
BRAND BUILDING TOOLS AND OBJECTIVES CONSUMER KNOWLEDGE EFFECTS BRANDING BENEFITS
Choosing Brand Elements
Brand Awareness Possible Outcomes
Brand name Memorability
Logo Meaningfulness Greater loyalty
Recall
Symbol Appeal
Depth Recognition
Character Transferability Less vulnerability to competitive
Packaging Adaptability marketing actions and crises
Slogan Protectability
Purchase
Developing Marketing Programs Breadth Consumption Larger margins

Product Tangible and intangible benefits More elastic response to price

Price Value perceptions decreases
Distribution channels Integrate”push” and “pull” Brand Associations
Communications Mix and match options More inelastic response to price
Relevance increases
Leverage of Secondary Associations Strong Consistency
Greater trade cooperation and
Company Desirable support
Country of origin Awareness
Favorable Deliverable
Channel of distribution Meaningfulness Increased marketing communication
Other brands Transferability efficiency and effectiveness
Point-of-parity
Endorsor Unique Point-of-difference
Event Possible licensing opportunities
 Strategic Brand Management
• Once we have figured out BE – then SBM is all about the
design and implementation of marketing programs and
activities to build, measure, and manage brand equity.
• The Strategic Brand Management Process is defined as
involving four main steps:
1. Identifying and establishing brand positioning and values
2. Planning and implementing brand marketing programs
3. Measuring and interpreting brand performance
4. Growing and sustaining brand equity
27
 What is CBBE
The differential effect that…

….brand knowledge about the brand has …

…on consumers response to the marketing activities

of that brand!
28
 Measuring CBBE
The differential effect that… Indirect approach by
measuring the ‘source
of CBBE’ (Chapter 9)

….brand knowledge about the brand has …

…on consumers response to the marketing activities

Direct approach by
measuring the
of that brand! ‘outcome of CBBE’
29
(Chapter 10)
 Brand equity measurement
system
This chapter we will discuss the brand equity measurement
system….

….

…before measuring brand equity, its critical to understand how brand

equity or value gets created… Brand Value Chain – helps define the
30
process
 The New Accountability
• Virtually every marketing dollar spent today must be
justified as both effective and efficient in terms of “return
of marketing investment” (ROMI).

• Some observers believe that up to 70% (or even more)

of marketing expenditures may be devoted to programs
and activities that cannot be linked to short-term
incremental profits, but yet can be seen as improving
brand equity.

8.31
 The Brand Value Chain
• Broader perspective than just the CBBE model

• The brand value chain is a structured approach to

assessing the sources and outcomes of brand equity
and the manner by which marketing activities create
brand value.

8.32
 Brand Value Chain
Marketing Customer Market Shareholder
VALUE
Program Mindset Performance Value
STAGES
Investment - Price premiums
- Product - Awareness - Stock price
- Communications - Associations - Price elasticity - P/E ratio
- Trade - Attitudes - Market share - Market capitalization
- Employee - Attachment - Expansion success
- Other - Activity - Cost structure
- Profitability
Program Consumer Market
MULTIPLIER
S Multiplier Multiplier Multiplier
- Clarity - Channel support - Market dynamics
- Relevance - Consumer size and profile - Growth potential
- Distinctiveness - Competitive reactions - Risk profile
- Consistency - Brand
contribution
 Value Stages
• Marketing program investment
– Any marketing program that can be attributed to brand
value development
• Customer mindset
– In what way have customers been changed as a result
of the marketing program?
• Market performance
– How do customers respond in the marketplace?
• Shareholder value
8.34
 Multipliers
• Program quality multiplier
– The ability of the marketing program to affect customer
mindset
– Must be clear, relevant, distinct, and consistent
• Customer multiplier
– The extent to which value created in the minds of
customers affects market performance
– It depends on factors such as competitive superiority,
channel support, and customer size and profile
• Market multiplier
– The extent to which the 8.35
value generated through brand
Discuss the BVC for Starbucks

36
 Brand equity measurement
system
This chapter we will discuss the brand equity measurement
system….

…. a set of research procedures designed to provide

marketers with timely, accurate and actionable information
on brands so they can make the best possible tactical
brand decisions in the short run and also make the
strategic brand decisions in the long run!

37
Brand Equity Measurement System
• Conducting brand audits
• Developing tracking procedures
• Designing a brand equity management system

8.38
 Designing Brand Tracking Studies
• Tracking studies involve information collected from
consumers on a routine basis over time
– Often done on a “continuous” basis
– Provide descriptive and diagnostic information

8.39
 What to Track
• Customize tracking surveys to address the specific issues
faced by the brand
• Product-brand tracking
• Corporate or family brand tracking
• Global tracking

8.40
 How to Conduct Tracking Studies
• Who to track (target market)
• When and where to track (how frequently)
• How to interpret brand tracking

8.41
 Brand Equity Management System
• A brand equity management system is a set of
organizational processes designed to improve the
understanding and use of the brand equity concept
within a firm:
– Brand equity charter
– Brand equity report
– Brand equity responsibilities

8.42
 Brand Equity Charter
• Provides general guidelines to marketing managers
within the company as well as key marketing partners
outside the company
• Should be updated annually

8.43
 Brand Equity Charter Components
• Define the firm’s view of the brand equity
• Describe the scope of the key brands
• Specify actual and desired equity for the brand
• Explain how brand equity is measured
• Suggest how brand equity should be measured
• Outline how marketing programs should be
devised
• Specify the proper treatment
8.44 for the brand in
 PUMA Brand
BRAND GUIDELINES
Guidelines 2016
RESEARCH
3. BRAND IDENTITY 24. THE ORGANIZATION
4. BRAND PERSONALITY 25. HISTORY
5. VISION, MISSION, VALUES 26. HISTORY
6. TONE OF VOICE 27. VISION, MISSION, VALUES
7. LOGO 28. PRODUCT PORTFOLIO
8. LOGO VARIATIONS 29. TARGET MARKET AND
9. LOGO VARIATIONS AUDIENCE
10. LOGO COLOURS 30. BRAND ARCHITECTURE
11. LOGO SIZE 31. BRAND TYPE
12. LOGO DIMENSIONS 32. COMPETITORS
13. LOGO PLACEMENT 33. POSITIONING
14. TAGLINE 34. PUMA’S CURRENT
15. SLOGAN SITUATION
16. COLOUR PALETTE 35. PUMA’S BRAND STRATEGY
17. TYPOGRAPHY 36. ANSOFF’S GROWTH
 Brand Equity Report
• Assembles the results of the tracking survey and other
relevant performance measures
• To be developed monthly, quarterly, or annually
• Provides descriptive information as to what is happening
with the brand as well as diagnostic information on why it
is happening

8.46
 Brand Equity Responsibilities
• Organizational responsibilities and processes that aim to
maximize long-term brand equity
• Establish position of VP or Director of Equity
Management to oversee implementation of
Brand Equity Charter and Reports
• Ensure that, as much as possible, marketing of the
brand is done in a way that reflects the spirit of the
charter and the substance of the report
8.47
Where we stopped…

48
 Strategic Brand Management
• Once we have figured out BE – then SBM is all about the
design and implementation of marketing programs and
activities to build, measure, and manage brand equity.
• The Strategic Brand Management Process is defined as
involving four main steps:
1. Identifying and establishing brand positioning and values
2. Planning and implementing brand marketing programs
3. Measuring and interpreting brand performance
4. Growing and sustaining brand equity
49
 Planning and implementing brand marketing
programs
Building Brand Equity:

• Starts by putting together the right brand elements (Chapter 4)

• Planning and implementing

– Product strategy (Chapter 5)
– Pricing strategy (Chapter 5)
– Distribution strategy (Chapter 5)
– Integrating Marketing Communications (Chapter 6)
– Leveraging secondary associations (Chapter 7) 50
 What we will discuss...

1. Outline the eight main ways to leverage secondary associations

2. Explain the process by which a brand can leverage secondary association

3. Describe some of the key tactical issues in leveraging secondary associations

from different entities

Transfer of Brand Knowledge
 Associative network memory model

• Associative network memory model is a conceptual

representation that views memory as consisting of a set
of nodes and interconnecting links where nodes
represent stored information or concepts and links
represent the strength of association between this
information or concepts

53
Associative network memory model

54
 Brand Knowledge –
Brand node with various associations linked to it!
Brand Image
Perceptions – Brand
reflected by Awareness
associations Strength of
node

Draw the associative

55
network for Apple brand
Secondary Sources of Brand Knowledge

56
 Leveraging Secondary Associations
• Creation of new brand associations
• Effects on existing brand knowledge

• Factors predicting the extend of leverage

– Awareness and knowledge of the entity
– Meaningfulness of the knowledge of the entity
– Transferability of the knowledge of the entity

7.57
 Leveraging Secondary Associations
Brand associations may themselves be linked to other entities, creating
secondary associations:

1. Company (through branding strategies)

2. Country of origin (through identification of product origin)
3. Channels of distribution (through channels strategy)
4. Other brands (through co-branding)
a. Special case of co-branding is ingredient branding
5. Characters (through licensing)
6. Celebrity spokesperson (through endorsement advertising)
7. Events (through sponsorship)
8. Other third-party sources (through awards and reviews)
7.58
 Leveraging Secondary Associations
• These secondary associations may lead to a transfer of:
– Response-type associations
• Judgments (especially credibility)
• Feelings
– Meaning-type associations
• Product or service performance
• Product or service imagery

7.59
1. Company
Branding options for a few product

1. Create a new brand

2. Adopt or modify an existing brand
3. Combine an existing and new brand

Kingfisher Beer - King of good times - how do they advertise in India?

Discuss strategies of HP/Samsung with that of P&G

https://www.youtube.com/results?sp=mAEB&search_query=itc+e+choupal+
7.60
2. Country of origin & other geographic areas
▪ Many countries have become known for certain expertise or carry
certain images | Brands that link to country of origin..
▪ Levi’s jean - United States
▪ Chanel Perfume - France
▪ BMW - Germany
▪ Mont Blanc pens -Switzerland
▪ Dewar’s whiskey - Scotland
▪ Cadbury - England
▪ Fosters - Austrailian
https://www.youtube.com/watch?v=Lw8J0rkAVs4&t=200s
Indian tourism slogans - ‘!ncredible India’ & ‘God own country’
Las Vegas - ‘What happens here, stays here’ 7.61
 3. Channels of Distribution
A consumer may infer certain characteristics about a brand on the
basis of where it is sold.
“If it’s sold by Nordstrom, it must be good quality.”

Consumers may perceive the same brand differently depending

on whether it is sold in a store seen as prestigious and exclusive,
or in a store designed for bargain shoppers and having more
mass appeal.
Discussed in detail in Chapter 5

7.62
4. Other brands - Co-Branding
▪ Occurs when two or more existing brands are combined
into a joint product or are marketed together in some
fashion
▪ Examples:
Jet Airways – citibank Credit Card

7.63
Advantages of Co-Branding
▪ Borrow needed expertise
▪ Leverage equity you don’t have
▪ Reduce cost of product introduction
▪ Expand brand meaning into related categories
▪ Broaden meaning
▪ Increase access points
▪ Source of additional revenue

7.64
Disadvantages of Co-Branding
▪ Loss of control
▪ Risk of brand equity dilution
▪ Negative feedback effects
▪ Lack of brand focus and clarity
▪ Organizational distractions

7.65
Ingredient Branding
▪ A special case of co-branding that involves creating
brand equity for materials, components, or parts that
are necessarily contained within other branded
products
▪ Examples:
▪ Intel inside

7.66
5. Licensing
▪ Involves contractual arrangements whereby firms can
use the names, logos, characters, and so forth of other
brands for some fixed fee
▪ Examples:
▪ Entertainment (Star Wars, Jurassic Park, etc.)
▪ Television and cartoon characters (The Simpsons)
▪ Designer apparel and accessories (Calvin Klein,
Pierre Cardin, etc.)

7.67
6. Celebrity Endorsement
▪ Draws attention to the brand
▪ Shapes the perceptions of the brand
▪ Celebrity should have a high level of visibility and a rich set
of useful associations, judgments, and feelings
▪ Q-Ratings to evaluate celebrities

Discuss BB and Cadbury’s

7.68
Celebrity Endorsement: Potential Problems
▪ Celebrity endorsers can be overused by endorsing many
products that are too varied.
▪ There must be a reasonable match between the celebrity and the
product.
▪ Celebrity endorsers can get in trouble or lose popularity.
▪ Many consumers feel that celebrities are doing the endorsement
for money and do not necessarily believe in the endorsed brand.
▪ Celebrities may distract attention from the brand.

7.69
7. Sporting, Cultural, or Other Events
• Sponsored events can contribute to brand equity by becoming
associated to the brand and improving brand awareness,
adding new associations, or improving the strength,
favorability, and uniqueness of existing associations.

• The main means by which an event can transfer associations

is credibility.

Discuss Redbull
https://www.youtube.com/watch?v=yRX1jFEQApw
7.70
8. Third-Party Sources
• Marketers can create secondary associations in a number of
different ways by linking the brand to various third-party
sources.
• Third-party sources can be especially credible sources.
• Marketers often feature them in advertising campaigns and
selling efforts .
– Example: J.D. Power and Associates’
well-publicized Customer Satisfaction Index

7.71
Global NCAP
Thank
you.
SJIM | Strategic Brand Mgmt
Designing and implementing Branding Strategies

Abraham I Karimpanal
KFC Brand Story

2
KFC flavored nail polish – a brand extension too far?
Please start by reviewing the promotion video – search on YouTube for KFC edible
nail polish

KFC introduced chicken flavored nail polish into their Hong Kong market. This new
product (in 2016) is a significant extension to their brand. According to their publicity
at the time:

● This campaign is designed to be intriguing and fun to increase excitement

around the KFC brand in Hong Kong.

BTW: It comes in two flavors – just like there chicken: Original and Hot & Spicy. Just
paint it on your nails, and when it’s dry “lick – again and again and again.” Tasty!!!
3
https://www.youtube.com/watch?v=eZMtaHjTDS4&feature=youtu.be
 Discussion Questions
1. Review KFC’s TV commercial for their flavored nail polish for the Hong
Kong market. How well do you think it works as a persuasive message?
Would this style of communication encourage younger consumers to
become more engaged with the brand?
2. Do you agree with KFC’s decision to extend their brand to flavored nail
polish? Why/why not?
3. Do you think that they will be successful with their goal of increasing
excitement around the brand in Hong Kong?
4. Could this be a new product that KFC could also launch successfully in
other countries?
5. What other brand extension ideas do you have for KFC?

4
 Strategic Brand Management
• Once we have figured out BE – then SBM is all about the
design and implementation of marketing programs and
activities to build, measure, and manage brand equity.
• The Strategic Brand Management Process is defined as
involving four main steps:
1. Identifying and establishing brand positioning and values
2. Planning and implementing brand marketing programs
3. Measuring and interpreting brand performance
4. Growing and sustaining brand equity
5
 Branding strategy
• Branding strategy is critical because it is the means by
which the firm can help consumers understand its
products and services and organize them in their minds.

• Two important strategic tools: The brand-product matrix

and the brand hierarchy help to characterize and
formulate branding strategies by defining various
relationships among brands and products.

11.6
Branding Strategy or Brand Architecture

• The branding strategy for a firm reflects the number and

nature of common or distinctive brand elements applied to
the different products sold by the firm.
– Which brand elements can be applied to which
products and the nature of new and existing brand
elements to be applied to new products
– Branded House vs House of brands

11.7
 The role of Brand Architecture
• Clarify: brand awareness
– Improve consumer understanding and communicate
similarity and differences between individual products
• Motivate: brand image
– Maximize transfer of equity to/from the brand to
individual products to improve trial and repeat
purchase

11.8
 Brand-Product Matrix
Products
1 2 3 4
A
Brands B
C
• Must define:
– Brand-Product relationships (rows)
• Line and category extensions
– Product-Brand relationships (columns)
• Brand portfolio (Discuss Gap)
11.9
 Important Definitions
• Product line
– A group of products within a product category that are
closely related
• Product mix (product assortment)
– The set of all product lines and items that a particular
seller makes available to buyers
• Brand mix (brand assortment)
– The set of all brand lines that a particular seller makes
available to buyers
11.10
 Breadth of a Branding Strategy
• Breadth of product mix (decision on the categories to be present)
– Aggregate market factors (size/growth/profit margin)
– Category factors (entry barriers/bargaining power/)
– Environmental factors (economic/political/regulatory/social)
(Discuss ‘Here is a Xerox that does not even make a copy’ & Titan Eye plus)
• Depth of product mix
– Examining the percentage of sales and profits contributed by each
item in the product line
– Deciding to increase the length of the product line by adding new
variants or items typically expands market coverage and therefore
market share but also increases costs
(Brand Extension – stretching the brand – Zodiac - ZOD (club wear) - Z3 (Relaxed luxury))
11.11
Student activity : https://youtu.be/9ORiKlpasOw
1. McDonald’s is a strong global brand, does their variety of food throughout
the world help to strengthen or weaken their positioning and brand image?
2. From a cost and logistics perspective, would McDonald’s prefer a
standardized or localized menu across the world?
3. What are the risks inherent in McDonald’s trying to compete in local
markets against local “experts”? (For example, a Mexican menu item in
Mexico?)
4. Is this approach (of localized menu items) likely to deliver more or less
innovation across all of McDonald’s operations (worldwide)?
5. Taking these above questions in account, plus your other thoughts, list the
advantages and disadvantages of this menu adaption strategy to
McDonald’s.
6. And an easy question to finish with, what other product/menu ideas do you
think that McDonald’s could introduce?
12
 Depth of a Branding Strategy
• The number and nature of different brands marketed in
the product class sold by a firm
• Referred to as brand portfolio
• The reason is to pursue different market segments,
different channels of distribution, or different geographic
boundaries
• Maximize market coverage and minimize brand overlap

11.13
 Brand Portfolio (Hero Honda)
1985 – CD 100 ‘Fill it, shut it, forget it.’
• Entry level segment
– CD Delux
– CD Dawn
• Delux segment
– Splendor +
– Splendor NXG
– Super Splendor
– Passion
– Glamour
• Premiun Segment
– CBX Extrenme
– Hunk
– Karizma

“Desh ki Dhadkan” that continues to “Dhak Dhak Go” 11.14

 Designing a Brand Portfolio
Depth of branding strategy
• Basic principles:
– Maximize market coverage so that no potential
customers are being ignored
– Minimize brand overlap so that brands aren’t
competing among themselves to gain the same
customer’s approval

11.15
 Brand Roles in the Portfolio
• Flankers (Luv and Pampers from P&G)

• Cash cows (Gillette Trac II Atra and Sensor brands)

• Low-end entry-level (BMW 1 series)

• High-end prestige brands (Chevorlet Corvette)

11.16
 Brand Hierarchy
• A means of summarizing the branding strategy by
displaying the number and nature of common and
distinctive brand elements across the firm’s products,
revealing the explicit ordering of brand elements
• A useful means of graphically portraying a firm’s
branding strategy

11.17
 Brand Hierarchy Tree: Toyota
Toyota
Corporation

Toyota Toyota Toyota Toyota Lexus

(Trucks) (SUV/vans) (Cars) Financial
Services

Corolla MR2
Camry Avalon Celica ECHO Matrix Prius
Spyder
Platinum
CE SE Edition
S LE SE
XL
LE XLE SLE
XLS

11.18
Brand Hierarchy Levels
Corporate Brand (General Motors)

Family Brand (Buick)

Individual Brand (Park Avenue)

Modifier: Item or Model (Ultra)

11.19
 Corporate Image Dimensions
• Corporate product attributes, benefits or attitudes
– Quality
– Innovativeness
• People and relationships
– Customer orientation
• Values and programs
– Concern with the environment
– Social responsibility
• Corporate credibility
– Expertise
– Trustworthiness
– Likability
11.24
 Brand Hierarchy Decisions
• The number of levels of the hierarchy to use in general
• How brand elements from different levels of the
hierarchy are combined, if at all, for any one particular
product
• How any one brand element is linked, if at all, to multiple
products
• Desired brand awareness and image at each level

11.25
 Number of Hierarchy Levels
• Principle of simplicity
– Employ as few levels as possible
• Principle of clarity
– Logic and relationship of all brand elements employed
must be obvious and transparent

11.26
 Using Cause Marketing to Build
Brand Equity
• The process of formulating and implementing
marketing activities that are characterized by an offer from
the firm to contribute a specified amount to a designated
cause when customers engage in revenue-providing
exchanges that satisfy organizational and individual
objectives

11.32
 Advantages of Cause Marketing
• Building brand awareness
• Enhancing brand image
• Establishing brand credibility
• Evoking brand feelings
• Creating a sense of brand community
• Eliciting brand engagement

11.33
 Green Marketing
• A special case of cause marketing that is particularly
concerned with the environment
• Explosion of environmentally friendly products and
marketing programs

11.34
 Brand Portfolio (Assignment)

• Pick a brand and a product category:

• Discuss the various brands in the brand portfolio highlighting
• the segments covered and how it is maximizing coverage while
• ensuring that there is minimum overlap (avoiding
cannibalization).
• Discuss the positioning for each of the brands how they have
attempted to differentiate from their competition (mentioning
competition and their attempted positioning as well)
• Draw the brand hierarchy
11.36
 Learning Objectives
• Describe the new accountability in terms of ROMI.

• Outline the two steps in conducting a brand audit.

• Describe how to design, conduct, and interpret a tracking study.

• Identify the steps in implementing a brand equity management

system.
The New Accountability

Discuss Dominos
 Conducting Brand Audits
Marketing Audit: Independent examination of a company’s
marketing environment, objectives, strategies, and activities.
• Agreement on objectives, scope, and approach.
• Data collection.
• Report preparation and presentation.

Brand Audit: Comprehensive examination of a brand to discover its

sources of brand equity.
Discuss: Dominos Pizza … ‘Dominos tasted more like the box than the pizza’
 Brand Inventory
What do you believe the customers see/experience of your brand
Comprehensive profile of how all the products and services of a
company are marketed and branded.

Profiling requires marketers to catalogue:

• Visual and written form for each product or service sold.
• The inherent product attributes or characteristics of the brand.
• Pricing, communications, and distribution policies.

What do you think the customer

sees? Is it consistent? Are they
any overlaps?
B
R
A
N
D

I
N
V
E
N
T
O
R
Y
 Brand Exploratory
What do customers really think and feel about the brand

Desk Research | Past studies,

interview internal personnel, check
archives

Qualitative Research | To cover a broad range

of issues and to dig deeper into consumer
perceptions. Qualitative techniques include ...

Quantitative Research | Assessment

of depth and breadth of awareness
and the strength, favorability and
uniqueness of associations
 Brand Exploratory
Qualitative research outcomes | What do customers really think and feel about the brand
Classic MTV Mental Map Possible MTV Core
Brand Associations
 Brand Exploratory
Qualitative research outcomes | What do customers really think and feel about the brand

Mayo Clinic Brand Concept Map

 Brand Positioning and the Supporting
Marketing Program
Ideal brand positioning aims to achieve congruence between:

• What customers currently believe about the brand.

• What customers will value in the brand.

• What the firm is currently saying about the brand.

• Where the firm would like to take the brand.

John Roberts’s Brand Positioning Considerations
 Designing Brand Tracking Studies
For short term tactical decisions related to the brand

Continuously measuring -
Brand Awareness, brand associations, brand attitudes, brand attachment, brand activity/experience
 Designing Brand Tracking Studies
What to track??

Continuously measuring -
Brand Awareness, brand associations, brand attitudes, brand attachment, brand activity/experience
 Designing Brand Tracking Studies
What to track??

Continuously measuring -
Brand Awareness, brand associations, brand attitudes, brand attachment, brand activity/experience
Designing Brand Tracking Studies
For short term tactical decisions related to the brand
Establishing a Brand Equity Management System
 Brand Charter
Formalize the company view of their brand equity into a document -also called
the brand bible
 Brand Charter
Formalize the company view of their brand equity into a document -also called
the brand bible

• Formalizes the company view of brand equity into a document.

• Provides relevant guidelines to marketing managers and key

marketing partners.

• Should be updated on an annual basis to provide decision makers

with a current brand profile.
Brand Equity Report

What is happening to the brand

- and why?

How the information is

presented
 Brand Equity Report
The three customer-related
metrics that help drive and predict
Harrahs business performance

1) Share of wallet
2) Loyalty program updates
3) % revenue from visiting
harrahs multiple casinos

Discuss Nordstrom -internal branding

Brand Equity Responsibilities
 To Sum up...
• The company view of brand equity should be formalized into a
document.

• The results of the tracking surveys should be assembled into a

brand equity report.

• Senior management must be assigned to oversee brand equity

within the organization.
Thank you.
 CHAPTER 8:

DEVELOPING A BRAND EQUITY MEASUREMENT

AND MANAGEMENT SYSTEM

Kevin Lane Keller

Tuck School of Business
Dartmouth College 60
Where we stopped…

61
 Strategic Brand Management
• Once we have figured out BE – then SBM is all about the
design and implementation of marketing programs and
activities to build, measure, and manage brand equity.
• The Strategic Brand Management Process is defined as
involving four main steps:
1. Identifying and establishing brand positioning and values
2. Planning and implementing brand marketing programs
3. Measuring and interpreting brand performance
4. Growing and sustaining brand equity
62
 Building Customer Based Brand Equity
BRAND BUILDING TOOLS AND OBJECTIVES CONSUMER KNOWLEDGE EFFECTS BRANDING BENEFITS
Choosing Brand Elements
Brand Awareness Possible Outcomes
Brand name Memorability
Logo Meaningfulness Greater loyalty
Recall
Symbol Appeal
Depth Recognition
Character Transferability Less vulnerability to competitive
Packaging Adaptability marketing actions and crises
Slogan Protectability
Purchase
Developing Marketing Programs Breadth Consumption Larger margins

Product Tangible and intangible benefits More elastic response to price

Price Value perceptions decreases
Distribution channels Integrate”push” and “pull” Brand Associations
Communications Mix and match options More inelastic response to price
Relevance increases
Leverage of Secondary Associations Strong Consistency
Greater trade cooperation and
Company Desirable support
Country of origin Awareness
Favorable Deliverable
Channel of distribution Meaningfulness Increased marketing communication
Other brands Transferability efficiency and effectiveness
Point-of-parity
Endorsor Unique Point-of-difference
Event Possible licensing opportunities
 Strategic Brand Management
• Once we have figured out BE – then SBM is all about the
design and implementation of marketing programs and
activities to build, measure, and manage brand equity.
• The Strategic Brand Management Process is defined as
involving four main steps:
1. Identifying and establishing brand positioning and values
2. Planning and implementing brand marketing programs
3. Measuring and interpreting brand performance
4. Growing and sustaining brand equity
64
 What is CBBE
The differential effect that…

….brand knowledge about the brand has …

…on consumers response to the marketing activities

of that brand!
65
 Measuring CBBE
The differential effect that… Indirect approach by
measuring the ‘source
of CBBE’ (Chapter 9)

….brand knowledge about the brand has …

…on consumers response to the marketing activities

Direct approach by
measuring the
of that brand! ‘outcome of CBBE’
66
(Chapter 10)
 Brand equity measurement
system
This chapter we will discuss the brand equity measurement
system….

….

…before measuring brand equity, its critical to understand how brand

equity or value gets created… Brand Value Chain – helps define the
67
process
 The New Accountability
• Virtually every marketing dollar spent today must be
justified as both effective and efficient in terms of “return
of marketing investment” (ROMI).

• Some observers believe that up to 70% (or even more)

of marketing expenditures may be devoted to programs
and activities that cannot be linked to short-term
incremental profits, but yet can be seen as improving
brand equity.

8.68
 The Brand Value Chain
• Broader perspective than just the CBBE model

• The brand value chain is a structured approach to

assessing the sources and outcomes of brand equity
and the manner by which marketing activities create
brand value.

8.69
 Brand Value Chain
Marketing Customer Market Shareholder
VALUE
Program Mindset Performance Value
STAGES
Investment - Price premiums
- Product - Awareness - Stock price
- Communications - Associations - Price elasticity - P/E ratio
- Trade - Attitudes - Market share - Market capitalization
- Employee - Attachment - Expansion success
- Other - Activity - Cost structure
- Profitability
Program Consumer Market
MULTIPLIER
S Multiplier Multiplier Multiplier
- Clarity - Channel support - Market dynamics
- Relevance - Consumer size and profile - Growth potential
- Distinctiveness - Competitive reactions - Risk profile
- Consistency - Brand
contribution
 Value Stages
• Marketing program investment
– Any marketing program that can be attributed to brand
value development
• Customer mindset
– In what way have customers been changed as a result
of the marketing program?
• Market performance
– How do customers respond in the marketplace?
• Shareholder value
8.71
 Multipliers
• Program quality multiplier
– The ability of the marketing program to affect customer
mindset
– Must be clear, relevant, distinct, and consistent
• Customer multiplier
– The extent to which value created in the minds of
customers affects market performance
– It depends on factors such as competitive superiority,
channel support, and customer size and profile
• Market multiplier
– The extent to which the 8.72
value generated through brand
Discuss the BVC for Starbucks

73
 Brand equity measurement
system
This chapter we will discuss the brand equity measurement
system….

…. a set of research procedures designed to provide

marketers with timely, accurate and actionable information
on brands so they can make the best possible tactical
brand decisions in the short run and also make the
strategic brand decisions in the long run!

74
Brand Equity Measurement System
• Conducting brand audits
• Developing tracking procedures
• Designing a brand equity management system

8.75
 Designing Brand Tracking Studies
• Tracking studies involve information collected from
consumers on a routine basis over time
– Often done on a “continuous” basis
– Provide descriptive and diagnostic information

8.76
 What to Track
• Customize tracking surveys to address the specific issues
faced by the brand
• Product-brand tracking
• Corporate or family brand tracking
• Global tracking

8.77
 How to Conduct Tracking Studies
• Who to track (target market)
• When and where to track (how frequently)
• How to interpret brand tracking

8.78
 Brand Equity Management System
• A brand equity management system is a set of
organizational processes designed to improve the
understanding and use of the brand equity concept
within a firm:
– Brand equity charter
– Brand equity report
– Brand equity responsibilities

8.79
 Brand Equity Charter
• Provides general guidelines to marketing managers
within the company as well as key marketing partners
outside the company
• Should be updated annually

8.80
 Brand Equity Charter Components
• Define the firm’s view of the brand equity
• Describe the scope of the key brands
• Specify actual and desired equity for the brand
• Explain how brand equity is measured
• Suggest how brand equity should be measured
• Outline how marketing programs should be
devised
• Specify the proper treatment
8.81 for the brand in
 PUMA Brand
BRAND GUIDELINES
Guidelines 2016
RESEARCH
3. BRAND IDENTITY 24. THE ORGANIZATION
4. BRAND PERSONALITY 25. HISTORY
5. VISION, MISSION, VALUES 26. HISTORY
6. TONE OF VOICE 27. VISION, MISSION, VALUES
7. LOGO 28. PRODUCT PORTFOLIO
8. LOGO VARIATIONS 29. TARGET MARKET AND
9. LOGO VARIATIONS AUDIENCE
10. LOGO COLOURS 30. BRAND ARCHITECTURE
11. LOGO SIZE 31. BRAND TYPE
12. LOGO DIMENSIONS 32. COMPETITORS
13. LOGO PLACEMENT 33. POSITIONING
14. TAGLINE 34. PUMA’S CURRENT
15. SLOGAN SITUATION
16. COLOUR PALETTE 35. PUMA’S BRAND STRATEGY
17. TYPOGRAPHY 36. ANSOFF’S GROWTH
 Brand Equity Report
• Assembles the results of the tracking survey and other
relevant performance measures
• To be developed monthly, quarterly, or annually
• Provides descriptive information as to what is happening
with the brand as well as diagnostic information on why it
is happening

8.83
 Brand Equity Responsibilities
• Organizational responsibilities and processes that aim to
maximize long-term brand equity
• Establish position of VP or Director of Equity
Management to oversee implementation of
Brand Equity Charter and Reports
• Ensure that, as much as possible, marketing of the
brand is done in a way that reflects the spirit of the
charter and the substance of the report
8.84
Where we stopped…

85
 Strategic Brand Management
• Once we have figured out BE – then SBM is all about the
design and implementation of marketing programs and
activities to build, measure, and manage brand equity.
• The Strategic Brand Management Process is defined as
involving four main steps:
1. Identifying and establishing brand positioning and values
2. Planning and implementing brand marketing programs
3. Measuring and interpreting brand performance
4. Growing and sustaining brand equity
86
 Planning and implementing brand marketing
programs
Building Brand Equity:

• Starts by putting together the right brand elements (Chapter 4)

• Planning and implementing

– Product strategy (Chapter 5)
– Pricing strategy (Chapter 5)
– Distribution strategy (Chapter 5)
– Integrating Marketing Communications (Chapter 6)
– Leveraging secondary associations (Chapter 7) 87
 What we will discuss...

1. Outline the eight main ways to leverage secondary associations

2. Explain the process by which a brand can leverage secondary association

3. Describe some of the key tactical issues in leveraging secondary associations

from different entities

Transfer of Brand Knowledge
 Associative network memory model

• Associative network memory model is a conceptual

representation that views memory as consisting of a set
of nodes and interconnecting links where nodes
represent stored information or concepts and links
represent the strength of association between this
information or concepts

90
Associative network memory model

91
 Brand Knowledge –
Brand node with various associations linked to it!
Brand Image
Perceptions – Brand
reflected by Awareness
associations Strength of
node

Draw the associative

92
network for Apple brand
Secondary Sources of Brand Knowledge

93
 Leveraging Secondary Associations
• Creation of new brand associations
• Effects on existing brand knowledge

• Factors predicting the extend of leverage

– Awareness and knowledge of the entity
– Meaningfulness of the knowledge of the entity
– Transferability of the knowledge of the entity

7.94
 Leveraging Secondary Associations
Brand associations may themselves be linked to other entities, creating
secondary associations:

1. Company (through branding strategies)

2. Country of origin (through identification of product origin)
3. Channels of distribution (through channels strategy)
4. Other brands (through co-branding)
a. Special case of co-branding is ingredient branding
5. Characters (through licensing)
6. Celebrity spokesperson (through endorsement advertising)
7. Events (through sponsorship)
8. Other third-party sources (through awards and reviews)
7.95
 Leveraging Secondary Associations
• These secondary associations may lead to a transfer of:
– Response-type associations
• Judgments (especially credibility)
• Feelings
– Meaning-type associations
• Product or service performance
• Product or service imagery

7.96
1. Company
Branding options for a few product

1. Create a new brand

2. Adopt or modify an existing brand
3. Combine an existing and new brand

Kingfisher Beer - King of good times - how do they advertise in India?

Discuss strategies of HP/Samsung with that of P&G

https://www.youtube.com/results?sp=mAEB&search_query=itc+e+choupal+
7.97
2. Country of origin & other geographic areas
▪ Many countries have become known for certain expertise or carry
certain images | Brands that link to country of origin..
▪ Levi’s jean - United States
▪ Chanel Perfume - France
▪ BMW - Germany
▪ Mont Blanc pens -Switzerland
▪ Dewar’s whiskey - Scotland
▪ Cadbury - England
▪ Fosters - Austrailian
https://www.youtube.com/watch?v=Lw8J0rkAVs4&t=200s
Indian tourism slogans - ‘!ncredible India’ & ‘God own country’
Las Vegas - ‘What happens here, stays here’ 7.98
 3. Channels of Distribution
A consumer may infer certain characteristics about a brand on the
basis of where it is sold.
“If it’s sold by Nordstrom, it must be good quality.”

Consumers may perceive the same brand differently depending

on whether it is sold in a store seen as prestigious and exclusive,
or in a store designed for bargain shoppers and having more
mass appeal.
Discussed in detail in Chapter 5

7.99
4. Other brands - Co-Branding
▪ Occurs when two or more existing brands are combined
into a joint product or are marketed together in some
fashion
▪ Examples:
Jet Airways – citibank Credit Card

7.100
Advantages of Co-Branding
▪ Borrow needed expertise
▪ Leverage equity you don’t have
▪ Reduce cost of product introduction
▪ Expand brand meaning into related categories
▪ Broaden meaning
▪ Increase access points
▪ Source of additional revenue

7.101
Disadvantages of Co-Branding
▪ Loss of control
▪ Risk of brand equity dilution
▪ Negative feedback effects
▪ Lack of brand focus and clarity
▪ Organizational distractions

7.102
Ingredient Branding
▪ A special case of co-branding that involves creating
brand equity for materials, components, or parts that
are necessarily contained within other branded
products
▪ Examples:
▪ Intel inside

7.103
5. Licensing
▪ Involves contractual arrangements whereby firms can
use the names, logos, characters, and so forth of other
brands for some fixed fee
▪ Examples:
▪ Entertainment (Star Wars, Jurassic Park, etc.)
▪ Television and cartoon characters (The Simpsons)
▪ Designer apparel and accessories (Calvin Klein,
Pierre Cardin, etc.)

7.104
6. Celebrity Endorsement
▪ Draws attention to the brand
▪ Shapes the perceptions of the brand
▪ Celebrity should have a high level of visibility and a rich set
of useful associations, judgments, and feelings
▪ Q-Ratings to evaluate celebrities

Discuss BB and Cadbury’s

7.105
Celebrity Endorsement: Potential Problems
▪ Celebrity endorsers can be overused by endorsing many
products that are too varied.
▪ There must be a reasonable match between the celebrity and the
product.
▪ Celebrity endorsers can get in trouble or lose popularity.
▪ Many consumers feel that celebrities are doing the endorsement
for money and do not necessarily believe in the endorsed brand.
▪ Celebrities may distract attention from the brand.

7.106
7. Sporting, Cultural, or Other Events
• Sponsored events can contribute to brand equity by becoming
associated to the brand and improving brand awareness,
adding new associations, or improving the strength,
favorability, and uniqueness of existing associations.

• The main means by which an event can transfer associations

is credibility.

Discuss Redbull
https://www.youtube.com/watch?v=yRX1jFEQApw
7.107
8. Third-Party Sources
• Marketers can create secondary associations in a number of
different ways by linking the brand to various third-party
sources.
• Third-party sources can be especially credible sources.
• Marketers often feature them in advertising campaigns and
selling efforts .
– Example: J.D. Power and Associates’
well-publicized Customer Satisfaction Index

7.108
Global NCAP
Thank
you.