Building measuring and managing brand equity keller

Strategic Brand Management Building, Measuring, and Managing Brand Equity i This page is intentionally left blank Strategic Brand Management 4e Building, Measuring, and Managing Brand Equity Kevin Lane Keller Tuck School of Business Dartmouth College Ambi M G Parameswaran Executive Director FCB Ulka Advertising, Mumbai Isaac Jacob Professor of Marketing K J Somaiya Institute of Management Studies and Research, Mumbai www.freebookslides.com Copyright © 2015 Pearson India Education Services Pvt Ltd Published by Pearson India Education Services Pvt Ltd, CIN: U72200TN2005PTC057128, formerly known as TutorVista Global Pvt Ltd, licensee of Pearson Education in South Asia No part of this eBook may be used or reproduced in any manner whatsoever without the publisher’s prior written consent This eBook may or may not include all assets that were part of the print version The publisher reserves the right to remove any material in this eBook at any time ISBN 978-93-325-4220-4 eISBN 978-93-325-5893-9 Head Office: 15th Floor, Tower-B, World Trade Tower, Plot No 1, Block-C, Sector 16, Noida 201 301, Uttar Pradesh, India Registered Office: 4th Floor, Software Block, Elnet Software City, TS-140, Block & 9, Rajiv Gandhi Salai, Taramani, Chennai 600 113, Tamil Nadu, India Fax: 080-30461003, Phone: 080-30461060 www.pearson.co.in, Email: companysecretary.india@pearson.com www.freebookslides.com This book is dedicated to my mother and the memory of my father with much love, respect, and admiration —Kevin Lane Keller This book is dedicated to the memory of my father for his love of books and everlasting words of encouragement, support, and blessings —Ambi M G Parameswaran This book is dedicated to my dearest granddaughter Araya for bringing so much of warmth, sunshine, laughter, and vibrancy into our lives and for her intense love and passion for singing —Isaac Jacob www.freebookslides.com Brief Contents PART I Opening Perspectives  Chapter Brands and Brand Management  PART II Chapter Customer-based Brand Equity and Brand Positioning  41 Chapter Brand Resonance and the Brand Value Chain  82 PART III Chapter Chapter Chapter Chapter PART IV Chapter Developing a Brand Equity Measurement and Management System  277 Chapter Measuring Sources of Brand Equity: Capturing Customer Mind-Set  312 Chapter 10 Measuring Outcomes of Brand Equity: Capturing Market Performance  352 Developing a Brand Strategy  41 Designing and Implementing Brand Marketing Programs  117 PART V 11 12 13 14 Choosing Brand Elements to Build Brand Equity  117 Designing Marketing Programs to Build Brand Equity  155 Integrating Marketing Communications to Build Brand Equity  197 Leveraging Secondary Brand Associations to Build Brand Equity  241 Measuring and Interpreting Brand Performance  277 Growing and Sustaining Brand Equity  377 Chapter Chapter Chapter Chapter PART VI Chapter 15 Closing Observations  547 Designing and Implementing Branding Architecture Strategies  377 Introducing and Naming New Products and Brand Extensions  425 Managing Brands Over Time  473 Managing Brands Over Geographic Boundaries and Market Segments  507 Closing Perspectives  547 www.freebookslides.com Contents Prologue: Branding Is Not Rocket Science  xvii Preface xix Acknowledgments xxv About the Authors  xxvii PART I Opening Perspectives  Chapter Brands and Brand Management  Preview 2 What Is a Brand?  Brand Elements  Brands versus Products  BRANDING BRIEF 1-1:  Coca-Cola’s Branding Lesson  Why Do Brands Matter?  Consumers 6 Firms 7 Can Anything Be Branded?  BRANDING BRIEF 1-2: Branding Commodities 10 Physical Goods  11 THE SCIENCE OF BRANDING 1-1:  Understanding Business-to-Business Branding  13 Services 14 THE SCIENCE OF BRANDING 1-2:  Understanding High-Tech Branding  15 Retailers and Distributors  16 Online Products and Services  16 People and Organizations  18 Sports, Arts, and Entertainment  19 BRANDING BRIEF 1-3: Place Branding 21 Geographic Locations  21 Ideas and Causes  21 What Are the Strongest Brands?  21 THE SCIENCE OF BRANDING 1-3:  Understanding Market Leadership  23 Branding Challenges and Opportunities  26 Savvy Customers  26 Economic Downturns  28 THE SCIENCE OF BRANDING 1-4:  Marketing Brands in a Recession  28 Brand Proliferation  29 Media Transformation  29 www.freebookslides.com viii CONTENTS Increased Competition  29 Increased Costs  30 Greater Accountability  30 The Brand Equity Concept  30 Strategic Brand Management Process  32 Identifying and Developing Brand Plans  32 Designing and Implementing Brand Marketing Programs  33 Measuring and Interpreting Brand Performance  33 Growing and Sustaining Brand Equity  34 Review 34 Discussion Questions  35 BRAND FOCUS 1.0:  History of Branding  35 Notes 38 PART II Developing a Brand Strategy  41 Chapter Customer-based Brand Equity and Brand Positioning  41 Preview 42 Customer-based Brand Equity  42 Defining Customer-based Brand Equity  42 Brand Equity as a Bridge  44 Making a Brand Strong: Brand Knowledge  45 THE SCIENCE OF BRANDING 2-1: Brand Critics 46 Sources of Brand Equity  47 Brand Awareness  48 Brand Image  50 Identifying and Establishing Brand Positioning  53 Basic Concepts  54 Target Market  54 Nature of Competition  56 Points-of-Parity and Points-of-Difference  58 Positioning Guidelines  60 Defining and Communicating the Competitive Frame of Reference  60 Choosing Points-of-Difference  62 Establishing Points-of-Parity and Points-of-Difference  63 BRANDING BRIEF 2-1: Positioning Politicians 64 Straddle Positions  66 Updating Positioning Over Time  67 Developing a Good Positioning  69 Defining a Brand Mantra  69 Brand Mantras  69 BRANDING BRIEF 2-2:  Nike Brand Mantra  70 BRANDING BRIEF 2-3:  Disney Brand Mantra  71 THE SCIENCE OF BRANDING 2-2:  Branding Inside the Organization  73 Review 73 Discussion Questions  74 BRAND FOCUS 2.0:  The Marketing Advantages of Strong Brands  75 Notes 77 www.freebookslides.com CONTENTS ix Chapter Brand Resonance and the Brand Value Chain  82 Preview 83 Building a Strong Brand: The Four Steps of Brand Building  83 Brand Salience  84 Brand Performance  87 Brand Imagery  89 THE SCIENCE OF BRANDING 3-1: Luxury Branding 90 Brand Judgments  93 Brand Feelings  94 Brand Resonance  96 BRANDING BRIEF 3-1:  Building Brand Communities  98 Brand-Building Implications  98 THE SCIENCE OF BRANDING 3-2:  Putting Customers First  102 The Brand Value Chain  104 Value Stages  105 Implications 108 Review 109 Discussion Questions  110 BRAND FOCUS 3.0: Creating Customer Value 111 Customer Equity  111 Notes 115 PART III Designing and Implementing Brand Marketing Programs  117 Chapter Choosing Brand Elements to Build Brand Equity  117 Preview 118 Criteria for Choosing Brand Elements  118 Memorability 119 Meaningfulness 119 Likability 119 Transferability 120 Adaptability 121 Protectability 122 THE SCIENCE OF BRANDING 4-1:  Counterfeit Business Is Booming  122 Options and Tactics for Brand Elements  124 Brand Names  124 URLs 131 Logos and Symbols  132 Characters 133 Slogans 135 BRANDING BRIEF 4-1:  Updating Betty Crocker  136 THE SCIENCE OF BRANDING 4-2:  Balance Creative and Strategic Thinking to Create Great Characters  137 BRANDING BRIEF 4-2:  Slogans That Capture the Imagination of Consumers: Tata Indica—More Car Per Car  139 Jingles 141 Packaging 141 Putting It All Together  145 www.freebookslides.com 572 PART VI  •  CLOSING PERSPECTIVES Xbox 360), time-based (Microsoft Exchange Server 2010), or other schemes A new name for a new product signals a major departure that is significantly different from prior versions Thus, family brands are an important means of grouping products Marketers must clearly distinguish individual items or products within those brand families, however, and define brand migration strategies that reflect product introduction strategies and consumer market trends When high-tech firms continually introduce totally new sub-brands, it grows difficult for consumers to develop product or brand loyalty to any one brand Services We noted in Chapter that the level of sophistication in service branding has greatly increased in recent years, as suggested by the following guidelines (see Figure 15-14) Maximize service quality by recognizing the myriad ways to affect consumer service perceptions It is challenging to develop brands for intangible services Consumers may have difficulty forming their quality evaluations and may therefore base them on considerations other than their own service experience Researchers have identified a number of dimensions of service quality:13 • Tangibles: Physical facilities, equipment, and appearance of personnel • Reliability: Ability to perform the promised service right the first time (standardized facilities and operations) • Responsiveness: Willingness to help customers and provide customer service • Competence: Knowledge and skill of employees • Trustworthiness: Believability and honesty (ability to convey trust and confidence) • Empathy: Caring, individualized attention • Courtesy: Friendliness of customer contact • Communication: Keeping customers informed in language they can understand and listening to what they say Thus, service quality perceptions depend on a number of specific associations that vary in how directly they relate to the actual service experience.14 Employ a full range of brand elements to enhance brand recall and signal more tangible aspects of the brand Because consumers often make service decisions away from the actual service location itself (say, at home or at work), brand recall, preferably aided by an easy-to-remember and easy-topronounce brand name, becomes critically important Product packaging is not really relevant, although the physical facilities of the service provider—primary and secondary signage, environmental design and reception area, apparel, collateral material— serve as external “packaging” for the service Other brand elements—logos, symbols, characters, and slogans—must pick up the slack and complement the brand name to build awareness and image These elements can help make the service and some of its key benefits more tangible—for example, the “friendly skies” of United, the “good hands” of Allstate, and the “bullish” nature of Merrill Lynch All aspects of the service delivery process can be branded, which is why Allied Moving Lines is concerned about the appearance of its drivers and laborers, why UPS has developed such strong equity with the brown color of its trucks, and why Doubletree hotels offer warm, fresh-baked cookies to symbolize the company’s caring and friendliness Create and communicate strong organizational associations Organizational associations are particularly important in creating perceptions of service quality Relevant associations are company credibility and the perceived expertise, trustworthiness, and likability of the people who make up the organization and provide the service Design communication programs that augment consumers’ service encounters and experiences Service firms must design marketing communications so consumers learn more about the brand than what they glean from service encounters alone Advertising, direct mail, and online communications are particularly effective at helping develop the brand personality The communication programs should be fully integrated and evolve over time Citigroup walked away from a strong credibility position for its retail brand when it dropped its “Citi Never Sleeps” ad campaign, although it later returned to it during some tough economic times Establish a brand hierarchy by creating distinct family brands or individual brands as well as meaningful ingredient brands Finally, services also must consider developing a brand hierarchy and brand portfolio that allow them to position and target dif- Maximize service quality by recognizing the myriad ways to affect consumer service perceptions Employ a full range of brand elements to enhance brand recall and signal more tangible aspects of the brand Create and communicate strong organizational associations Design corporate communication programs that augment consumers’ service encounters and experiences Establish a brand hierarchy by creating distinct family brands or individual brands as well as meaningful ingredient brands FIGURE 15-14  Additional Guidelines for Services www.freebookslides.com CHAPTER 15  •  CLOSING OBSERVATIONS ferent market segments on the basis of price and quality Such vertical extensions often require sub-branding strategies that combine the corporate name with an individual brand name or modifier Delta Airlines brands its business class service as Business Elite, its frequent flier program as SkyMiles, and its shorthaul East Coast flights as Delta Shuttle Hilton Hotel introduced Hilton Garden Inns to target budget-conscious business travelers and compete with the popular Courtyard by Marriott chain Retailers Chapters and reviewed how retailers and other channel intermediaries can affect the brand equity of the products they sell, as well as creating their own brand equity, by establishing awareness and associations to their product assortment (breadth and depth), pricing and credit policy, and quality of service Walmart has made itself a top U.S retail brand by becoming the low-price, high-value provider of a host of everyday consumer products Following are several guidelines relevant for building brand equity for a retailer (see Figure 15-15) Create a brand hierarchy by branding the store as a whole, as well as individual departments, classes of service, or any other noteworthy aspects of the retail service or shopping experience Establishing a brand hierarchy helps create synergies in brand development, including for retailers Walmart introduced Sam’s Club to tap into the growing discount or warehouse retail market Similarly, individual departments can take on unique sets of associations that appeal to a particular target market Nordstrom has a number of clothing departments, each designed with distinct images and positions, such as t.b.d for the latest women’s trends, BP for teen girls, and Encore for plus-size women The retailer may brand these departments or even use them as “ingredient brands,” designed and supported by a national manufacturer (like Polo shops in major department stores, which sell only that Ralph Lauren brand) Enhance manufacturer’s brand equity Retailers should exploit as much as possible the brand equity of the manufacturer brands they sell, by communicating and demonstrating their points-of-difference and other strong, favorable, and unique brand associations By cooperating with and perhaps even enhancing manufacturers’ push strategies, retailers should be able to sell products at higher prices and margins 573 Establish brand equity at all levels of the brand hierarchy by offering added value in the selection, purchase, or delivery of product offerings Retailers must create their own strong, favorable, and unique associations that go beyond the products they sell Victoria’s Secret has gained popularity as a provider of stylish feminine clothing Costco has created a strong discount association To communicate these broader associations, image campaigns often focus on the advantages to consumers of shopping at and buying from the stores in general, rather than on promotions for specific sale items For example, Ace Hardware advertises itself as the helpful hardware place Create multichannel shopping experiences Retailers are selling their wares in a variety of channels, such as physical stores, catalogs, and online Web sites Office Depot recognized the importance of supplementing its 800-plus stores with a strong online and catalog presence By offering service and convenience—and by not cutting its prices—Office Depot has been able to maintain its market leadership Regardless of the channel, consumers must have rewarding shopping experiences in searching, choosing, paying for, and receiving products In some case, these experiences may turn out to be valuable points-of-difference, or at least necessary points-ofparity, with respect to competitors Avoid overbranding Finally, if a retailer is selling its own private labels, it is important not to employ too many brands Retailers are particularly susceptible to “bottom-up branding,” in which each department creates its own set of brands Nordstrom found itself supporting scores of various brands across its different departments, sometimes with little connection among them Recall from Chapter that one advantage of store brands, however, is that they often represent associations that transfer across categories The more an abstract association like value or fashionability is desirable and deliverable across categories, the more likely that the marketer can gain efficiencies by concentrating on a few major brands Small Businesses Building brands is a challenge for small businesses because of their limited resources and budgets They usually not have the luxury of making mistakes and must design and implement marketing programs much more carefully.15 Nevertheless, Create a brand hierarchy by branding the store as a whole, as well as individual departments, classes of service, or any other aspects of the retail service or shopping experience Enhance manufacturers’ brand equity by communicating and demonstrating their points-of-difference and other strong, favorable, and unique brand associations Establish brand equity at all levels of the brand hierarchy by offering added value in the selection, purchase, or delivery of product offerings Create multichannel shopping experiences FIGURE 15-15  Avoid overbranding Additional Guidelines for Retailers www.freebookslides.com 574 PART VI  •  CLOSING PERSPECTIVES Emphasize building one or two strong brands Focus the marketing program on one or two key associations Employ a well-integrated set of brand elements that enhances both brand awareness and brand image FIGURE 15-16  Additional Guidelines for Small Business Design creative brand-building push campaigns and consumer-involving pull campaigns that capture attention and generate demand Leverage as many secondary associations as possible many entrepreneurs have built their brands into powerhouses essentially from scratch Online footwear retailer Zappos, founded by Tony Hsieh, has become a top brand in a little over a decade because of its relentless customer focus and strong corporate culture With free shipping and returns, 24/7 customer service, and fast turnaround on a wide selection of 200,000 styles of shoes from 1,200 makers, Zappos finds that three-fourths of its purchases during any one day are from repeat customers Bought by Amazon in 2009 for a reported $850 million but still run separately, the company now also sells clothing, handbags, and accessories.16 Because there are usually limited resources behind a smallbusiness brand, marketing focus and consistency are critically important Creativity is also paramount for finding new ways to market ideas about products to consumers Figure 15-16 displays some specific branding guidelines for small businesses Emphasize building one or two strong brands Given fewer resources, strategically it may be necessary to emphasize building one or two strong brands A corporate branding strategy can be an efficient means to build brand equity, although the focus may just be on a major family brand For example, Intuit concentrated its marketing efforts on building the Quicken brand name of software Focus the marketing program on one or two key associations Small businesses often must rely on only one or two key associations as points-of-difference, consistently reinforcing them across the marketing program and over time Former Navy SEAL Alden Mills created the Perfect Pushup, adding rotation to the classic U-shaped push-up stands to provide more natural movement and engage more muscles while going easy on the joints Sales-generating print ads, direct-response TV ads, and a Web site hammered home the founder’s exemplary Navy SEAL credentials and the significant fitness benefits of the product’s unique design.17 Employ a well-integrated set of brand elements Tactically, it is important for small businesses to maximize the contribution of each of the three main ways to build brand equity First, a distinctive, well-integrated set of brand elements will enhance both brand awareness and brand image, as suggested by Smartfood popcorn The company introduced its first product without any advertising, using a unique package that served as a strong visual symbol on the shelf and an extensive sampling program that encouraged trial Proper names or fam- ily names that often characterize small businesses can provide distinctiveness, but if they lack pronounceability, meaningfulness, memorability, and other branding considerations, founders should explore other brand names and brand elements Design creative brand-building push campaigns and consumer-involving pull campaigns that capture attention and generate demand Small businesses must design creative push and pull programs that capture the attention of consumers and other channel members alike Clearly, this is a sizable challenge on a limited budget Unfortunately, without a strong pull campaign creating product interest, retailers may not feel enough motivation to stock and support the brand Conversely, without a strong push campaign that convinces retailers of the merits of the product, the brand may fail to achieve adequate support or even be stocked at all Thus, creative and cost-effective push and pull marketing programs must increase the visibility of the brand and get both consumers and retailers talking about it Because small businesses often must rely on word-of-mouth to create strong, favorable, and unique brand associations, public relations and low-cost promotions and sponsorship can be inexpensive means to enhance brand awareness and brand image Noah Alper, cofounder of Noah’s Bagels, reached out to the Jewish community and transplanted New Yorkers in Northern California through well-publicized events and appearances that promoted the “authentic” nature of the bagel chain Marketers of the PowerBar, a nutrient-rich, low-fat energy bar, used selective sponsorship of top marathon runners, cyclists, and tennis players and events like the Boston Marathon to raise awareness and improve image Selective distribution that targets opinion leaders can also be a cost-effective means to implement a push strategy Perrier bottled water and Paul Mitchell and Nexus shampoo were initially introduced to a carefully selected set of outlets before broadening distribution Leverage as many secondary associations as possible Finally, another way for small businesses to build brand equity is to leverage as many secondary associations as possible Consider any entity with potentially relevant associations— a highly regarded location, a well-known set of customers or any prestigious awards—especially those that help signal quality or credibility Along those lines, to make the company appear “bigger” than it really is, a well-designed Web site can be invaluable www.freebookslides.com CHAPTER 15  •  CLOSING OBSERVATIONS 575 Notes Based on Kevin Lane Keller, “The Brand Report Card,” Harvard Business Review (January/February 2000): 147–157 Based on Kevin Lane Keller, “The Brand Report Card.” Allen P Adamson, Brand Simple (New York: Palgrave Macmillan, 2006); Francis J III Kelly and Barry Silverstein, The Breakaway Brand (New York: McGraw-Hill, 2005) John Gerzema and Ed Lebar, The Brand Bubble (New York: Jossey-Bass, 2008) For some practical tools, see Mark Sherrington, Added Value: The Alchemy of Brand-Led Growth (Hampshire, UK: Palgrave Macmillan, 2003); David Taylor, The Brand Gym, 2nd ed (Chichester, UK: John Wiley & Sons, 2010) For some in-depth reviews, see Tim Calkins and Alice M Tybout, Kellogg on Branding (New York: John Wiley & Sons, 2001); Rita Clifton and John Simmon, eds., The Economist on Branding, 2nd ed (New York: Bloomberg Press, 2009); Barbara Loken, Rohini Ahluwalia, and Michael J Houston, eds., Brands and Brand Management: Contemporary Research Perspectives (New York: Taylor & Francis, 2010) For some provocative discussion, see Deborah J Macinnis, C Whan Park, and Joseph R Priester, eds., Handbook of Brand Relationships (Armonk, NY: M E Sharpe, 2009) Mary Jo Hatch and Majken Schultz, Taking Brand Initiative (San Francisco: Jossey-Bass, 2008) www.tescoforschoolsandclubs.co.uk 10 Valarie A Zeithaml, Parsu Parasuraman, and Arvind Malhotra, “Understanding e-Service Quality,” presentation made at MSI Board of Trustees Meeting, “Marketing Knowledge in the Age of e-Commerce,” November 2000; William Boulding, Ajay Kalra, and Richard Staelin, “A Dynamic Process Model of Service Quality: From Expectations to Behavioral Intentions,” Journal of Marketing Research (February 1993): 7–27; Joel E Collier and Carol C Bienstock, “Measuring Service Quality in E-Retailing,” Journal of Service Research (February 2006): 260–275 11 http://www.partnershipmarketing.com/readers-digestpartners-with-seniors-club-online/ 12 Kevin Lane Keller and Frederick E Webster, Jr., “A Roadmap for Branding in Industrial Markets,” Journal of Brand Management 11 (May 2004): 388–402 See also Mark S Glynn and Arch G Woodside, eds., “Business-to-Business Brand Management: ­Theory, Research, and Executive Case Study Exercises,” in Advances in Business Marketing & Purchasing series, Vol 15 (Bingley, UK: Emerald Group Publishing, 2009); Philip Kotler and Waldemar Pfoertsch, B2B Brand Management (Berlin, Germany: Springer, 2006) 13 A Parasuraman, Valarie A Zeithaml, and Leonard L Berry, “A Conceptual Model of Service Quality and Its Implications for Future Research,” Journal of Marketing (Fall 1985): 41–50; Michael K Brady and J Joseph Cronin Jr., “Some New Thoughts on Conceptualizing Perceived Service Quality: A Hierarchical Approach,” Journal of Marketing 65 (July 2001): 34–49 14 Leonard L Berry, A Parasuraman, and Valarie A Zeithaml, “Ten Lessons for Improving Service Quality,” MSI Report 93–104 (Cambridge, MA: Marketing Science Institute, 1993) 15 Adam Morgan, Eating the Big Fish, 2nd ed (Hoboken, NJ: John Wiley & Sons, 2009) 16 Helen Coster, “A Step Ahead,” Forbes, June 2008, 78–80; Paula Andruss, “Delivering Wow Through Service,” Marketing News, 15 October 2008, 10; Jeffrey M O’Brien, Zappos Knows How to Kick It,” Fortune, February 2009, 55–60; Brian Morrissey, “Amazon to Buy Zappos,” Adweek, 22 July 2009; Christopher Palmeri, “Now for Sale, the Zappos Culture,” Bloomberg BusinessWeek, 11 January 2010, 57 17 “How I Did It: Alden Mills of Perfect Fitness,” Inc., September 2009 www.freebookslides.com Epilogue When asked how he beat Jimmy Conners in the 1980 Master’s tournament after losing to him in their previous 16 matches, Vitas Gerulaitis quipped: “Nobody…but nobody…beats Vitas Gerulaitis 17 times in a row.” I guess you have to draw the line somewhere May all your brands be winners 576 www.freebookslides.com Index A Aaker, David A., 372, 385, 457, 459–463 Aaker, Jennifer, 322 Aaker brand personality scale, 323 Accenture, 131, 563–564 Access, 253 Accountability, 30, 278 Accounting firms, 365 Accounting perspectives on brands, 373–374 Accounting standards, 364, 373 Active engagement, 97, 338 Activity, 98 Act marketing, 160 Acura, 125, 381, 398, 447, 463 Adamson, Allen P., 220, 285 Adaptability, 121, 149 Addiction, 106, 341 Adherence, 106, 340 Advertising, 201–212 billboards, 209–210 complexity of designing, 202 concerns in devising strategy, 203 direct response, 207–208 movies, airlines, lounges, and other places, 210–211 place, 208–212 point-of-purchase, 211 poster ads, 209–210 print media, 206–207 product placement, 211 radio, 205–206 television, 202–205 African American market, 511–512 Aftermarketing, 167–169, 189 Aided recall, 331 Ailawadi, Kusum L., 253, 360 Alba, Joseph W., 456–457 Ally Financial, 50–51 Altschul, David, 137 Amazon.com, 26, 165, 175, 335, 403, 441–442 Ambler, Tim, 296, 300 Ambush marketing, 272–273 AMD, 106, 356 American Airlines, 128, 168, 346 American Express, 301, 399, 402 Analytic thinkers, 464 Andrews, Jonlee, 457 Anheuser-Busch, 76, 205, 247, 356, 453, 509 AOL, 160, 210, 347 Apple Computers, 3, 46–47, 65–66, 98, 126, 183, 185, 202, 226, 461, 510, 518, 561 Archetype research, 318–320 Arm & Hammer, 451, 460, 493–494 Asset leverage, 467 Associative network memory model, 45–46, 73, 548 AstraZeneca, 534 Attitudinal attachment, 96–97, 337 Attribute-perception biased component, 361 Audi, 438 Augmented product, Augmented product level, 3, 287 Avon, 163, 187 Avon Breast Cancer Crusade, 419 Axe Body Spray, 510 B Back-to-basics strategy, 490 Balachander, Subramaniam, 358, 360 Bang & Olufsen, 185 Barich, Howard, 358 Barilla pasta, 249 Barnes & Noble, 473–474 Barone, Michael J., 464 Barwise, Patrick, 361, 531–532 Baskin, Jonathan, 46 Bayer, 458, 510 Bedbury, Scott, 70, 288, 298, 381, 391 Behavioral loyalty, 96, 104, 336–337 Behavioral segmentation, 54 Beijing 2008 Summer Games, 273 Ben & Jerry’s, 252, 254, 409, 531 Betty Crocker, 68, 135–136, 142, 254, 399, 431 Beverage category hierarchy, 86 Beverage market, 86 Bhat, Subodh, 452 Bickart, Barbara A., 463 Billabong, 435 Billboards and posters, 209–210 Bissell, John, 409 Black Seal Bermuda black rum, 517–518 Blattberg, Robert C., 111–112 Blind testing research studies, 354 Blockbuster, 474 Blue Dart, 93–94 Blue Moon, 247 Blurring, 151 BMW, 66–68, 97, 129, 211, 249, 391, 402–403, 487, 497 Bodett, Tom, 205 Body Shop, 3, 51–52, 432 Boeing, 11 Boloco, 413 Bonnaroo Music and Arts Festival, Boorman, Neil, 46 Boston Consulting Group, 189 Boush, D M., 457, 461 Brand activity, 106, 110 Brand actualization, 383–385 Brand alliances, 256–257 Brand America, 250 Brand amplifiers public relations and publicity, 227–228 word-of-mouth, 228–229 Brand architecture, 34 Brand architecture strategy see also corporate branding brand boundaries, 381–382 brand extensions, 382–385 brand positioning, 382 brand vision, 378–381 defining, 378 577 www.freebookslides.com 578 INDEX Brand architecture strategy (Continued) guidelines, 415–416 for new products and services, 385–386 sub-brands, 386 Brand-aschematic consumers, 464 BrandAsset® Valuator (BAV), 344–349 Brand associations, 6, 75–76, 106, 126–129 beliefs, 332–333 favorability of, 53 leverage secondary, 243–245 leveraging secondary, 33, 242 strength of, 52–53 types of people and, uniqueness of, 53 Brand attachment, 106 Brand attitudes, 106, 166 Brand attributes, 51, 347 Brand audit, 33, 68, 279–286 defined, 279 Brand awareness, 45, 48–50, 75, 84, 87, 103, 106, 125–126, 227, 353, 494, 529, 548 advantages of, 48–49 breadth and depth of, 85, 549, 567 different, distinctive, and unusual, 126 establishing, 49–50 expanding, 490–494 familiarity and meaningfulness, 126 simplicity and ease, 125–126 Brand balance, 568 Brand-based comparative approaches, 354–356 Brand benefits, 51 Brand bible, 294 Brand boundaries, 381–382 Brand building, 217, 529 blocks, 83, 99–100 brand feelings, 94–96 brand imagery, 89–93 brand judgments, 93–94 brand performance, 87–89 brand resonance, 96–98 brand salience, 84–87 compelling consumer insights and, 324–325 four steps, 83 implications, 98–104 online, 569–570 product category structure, 85–86 strategic implications, 86–87 Brand-building communications, 199–201 Brand-building feelings excitement, 95 fun, 95 security, 96 self-respect, 96 social approval, 96 warmth, 95 Brand charter, 292–295 Brand communities, 98 Brand concept, 456 Brand concept maps (BCM), 283 Brand consideration, 94 Brand consistency, 20, 281, 475–478 Brand contribution, 107, 366 Brand credibility, 93 Brand crisis, responding to, 501–504 Brand critics, 46 Brand-driven organization, 297 Branded house, 385–386, 401 Branded product, Branded variants, 184 Brand elements, 2–3, 33, 118, 149, 453, 565 adaptability, 121 changing, 496–497 characters, 133–135 criteria for choosing, 118–124 at different levels, 399–401 jingles, 141 likeability, 119 logos and symbols, 132–133 meaningfulness, 119 memorability, 119 options and tactics for, 124–145 packaging, 141–145 protectability, 122 slogans, 135–141 transferability, 120–121 URLs (uniform resource locators), 131–132 Brand endorsement strategy, 400, 402 Brand engagement, 339 Brand engagement scale, 336 Brand equity, 30–32, 45, 86, 298–299, 372 attribute-perception biased component, 361 basic principles of, 31 brand extension and, 443–445 as bridge, 44–45 building, 551 choice experiments, 360 fortifying versus leveraging, 480–481 global, 518 growing and sustaining, 34 long-term effects of marketing actions on, 474 managing, 34, 552–554 measuring, 353, 552 nonattribute preference component, 361 outcomes of, 550 protecting sources of, 478–480, 566–567 reinforcing, 475–487 responsibilities and processes, 297–301 setting prices to build, 171–178 Simon and Sullivan’s analysis, 367–368 sources of, 47–53, 549 supporting marketing program for, 481–487 Brand equity index, 353 Brand equity management system, 33–34, 292–301 brand charter, 292–295 brand equity report, 295–297 marketing partners, managing, 301 organizational design and structures, 299 Brand equity measurement system, 552 see also brand tracking studies accountability and, 278 brand audits, 279–286 defined, 278 Brand equity report, 295–297 Brand Experience Scale, 161 Brand exploratory, 281 Brand extensions, 30, 76, 382–385, 565 advantages, 430–435 category extension, 429 consumer evaluation of, 442–454 disadvantages, 435–442 guidelines for, 454–465 identifying and evaluating, 466–467 line extension, 429 new products and, 426–430 opportunities, 449–454 unsuccessful extensions, 451 vertical, 446–448 Brand feelings, 94–96 Brand functions, 72 Brand growth, 384 Brand hierarchies, 34 corporate or company brand, 392 designing, 394–402 family brand, 392–393 individual brands, 393 levels, 392–394 modifier level, 393 product descriptors, 393–394 Brand history, 92 Brand identities, 118, 251 Brand image, 46, 50–53, 332–334, 519, 549 improving, 494–495 Brand imagery, 89–93, 103 Branding applications of, 9–10 business-to-business, 11, 13 challenges and opportunities of, 26–30 commodities, 10 countries, 21 disease, 38 www.freebookslides.com INDEX 579 high-tech, 15 history of, 35–38 movies, 20 place, 21 plays, 19–20 professional services, 14–16 with services, 14–16 a technology services firm, 12 transformational power of, 30–31 universality of, 10–21 Branding effects, 43, 46, 104, 563, 567 Branding imperatives, 559–567 Branding ladder, 83 Branding Only Works on Cattle (Baskin), 46 Branding philosophy, 558 Branding strategies accountability, 30 basic principles of, 31 brand proliferation, 29 business-to-business branding, 13 of company, 245–248 competition, 29–30 costs, 30 customers and, 26–27 developed vs developing markets, 526–528 economic downturns, 28 geographic locations, 21 high-tech branding, 15 ideas and causes, 21 media fragmentation, 29 “One Firm,” 11 online products and services, 16–18 people and organizations, 18–19 physical goods, 11–14 private-label, 191–192 retailers and distributors, 16 sports, arts, and entertainment, 19–21 standardization vs customization, 520–526 Branding strategy screen, 401 Brand inventory, 280–281 Brand investments, 567 Brand journalism, 560 Brand judgments, 93–94, 103 Brand knowledge, 313, 548 secondary sources, 242 Brand knowledge structure (BKS), 366–367 Brand leadership, 25 Brand legacy, 44–45 Brand licensing, 362 Brand line, 379 campaigns, 411 Brand loyalty, 8, 54–55 Brand makeovers, 146 Brand management, 13, 548 reinforcing brands, 475–487 revitalizing brands, 487–497 Brand management standards, 37 Brand manager, 37 Brand mantra, 536 additional points, 72 defined, 69 designing, 70–72 implementing, 72–73 Brand marketers, 217, 260 Brand meaning, 87, 93 Brand migration strategy, 497 Brand mix, 379 Brand names, 124–130 characteristics of letters, 129 descriptive, 127 Indian way, 126–127 linguistic issues, 128 naming procedures, 129–130 Brand partnerships, 531–532 Brand performance, 33–34, 87–89, 103, 277–349 see also brand valuation brand-based comparative approaches, 354–356 comparative methods, 354–359 marketing-based comparative approaches, 356–357 Brand persistence, 384 Brand personality, 91–92, 322–323, 339 Brand Personality Scale measures, 322–323 Brand personas, 285 Brand planning models, 110 Brand portfolios, 34, 379, 387–391 adjustments to, 497–499 decisions, 362, 391 Brand positioning, 284–286, 382 basic concepts, 54 competitive frame of reference for, 60–62 global, 519 guidelines, 60–69 identifying and establishing, 53–59 model, 32, 42 nature of competition, 56–57 points-of-parity associations, 59 points-of-parity/-difference, 58–59, 62–66 of politicians, 64–65 preferred approach, 61 target market, 54–56 Brand positioning model, 567 Brand potential, 378–384, 564–565 Brand/price trade-off, 234, 358 Brand pricing strategy, 171 Brand–product matrix, 379 Brand–product relationships, 379 Brand proliferation, 29 Brand prominence, 337 Brand quality, 93 Brand recall, 330–331 aided, 331 guessing, 331 language and, 537 strategic implications, 331–32 unaided, 331 Brand recognition, 48, 329–330 Brand reinforcement strategies, 500 Brand relationship quality (BRQ), 341 Brand relationships, 336–341 active engagement, 338 attitudinal attachment, 337 brand usage and behavioral loyalty, 336–337 Fournier’s research, 338–341 sense of community, 338 Brand report card, 555–556 Brand resonance active engagement, 97 attitudinal attachment, 96–97 behavioral loyalty, 96 focus and, 104 model, 32, 42, 83, 101, 106, 567 pyramid, 84 sense of community, 97 in terms of intensity and level of activity, 96 Brand responses, 334–336, 353 Brand revitalization strategies, 501 Brand (s) category membership, 61–62 consumers and, 6–7, 101 decision-making role of, defined, as a direction for future, 45 elements, 2–3, 33, 118 emotional associations for, 13 experiences, 92 firms and, 7–8 heritage, 92 history, 92 intellectual property rights and, leadership, 25 luxury, 90 marketing programs during recession, 28 most valuable global, 22 plans, identifying and developing, 32 pricing policy, 89 private label, 16 as a reflection of the past, 44 role of, 368–369 store, 16 www.freebookslides.com 580 INDEX Brand (s) (Continued) strong, 21–26 symbols and logos, 19 vs products, 3–6 Brand salience, 84–87 Brand scents, 160, 162 Brand-schematic consumers, 464 Brand-self connection, 337 Brand signature, 232–233 Brand-specific associations, 361 Brand strength, 346–348, 369 Brand superiority, 94, 103 Brandt, Louis, 308 Brand tracking studies, 34 corporate (family) brand tracking, 289 global, 290 how to conduct, 290–291 interpretation of, 291–292 product-brand tracking, 286–287 sample survey, 287–288 what to track, 286–290 when/where to track, 291 whom to track, 290–291 Brand valuation, 369 conjoint analysis, 357–359 holistic methods, 359–369 Interbrand’s methodology, 367–368 Prophet’s brand valuation methodology, 366–367 residual approaches, 360–361 Royalty Relief methodology for brand valuation, 365 Simon and Sullivan’s brand equity value, 367–368 valuation approach, 361–369 Brand value chain, 32 implications, 108–109 model, 42, 83, 109, 567 value stages, 105–108 Brand vision, 378–381, 383 Branson, Sir Richard, 220, 251, 439–441 Braun, 535 Breadth of awareness, 86–87, 449, 501, 556 Bridges, Sheri, 457, 460, 462–463 Bristol-Myers Squibb, 61, 264 British Airways, 14, 58, 407 British Telecom, 410 Broad information provision strategy, 233 Broniarczyk, Susan M., 456–457 Brooks Brothers, 497 Brown, Millward, 342 Bubble exercises, 318 Buchanan, Lauranne, 463–464 Budweiser beer, 356 Burberry, 489 Burberry, Thomas, 489 Burger King, 285, 510 Burke, Raymond R., 358 Burrell, Thomas, 511 Bush, George H W., 64 Business-to-business (B2B) market, 11 Business-to-business branding, 11, 13 Business-to-business products, 11 Business-to-business segmentation bases, 55 Buzz marketing, 228 C Cadbury, 249, 439 Cadillac Cimarron, 437–438 Café Coffee Day (CCD), 158–159 Calvin Klein’s, 402 Campbell, 379, 460 Canada Dry, 299 Cash cows, 390 Categorization research, 454–456 Category extensions, 385, 429 Cause marketing, 21, 418–420, 566 CEAT, 445–446 Celebrity endorsement, 263–267 guidelines, 266–267 potential problems, 264–266 Champion sportswear, 138–139 Chanel perfume, 249 Chang, Chung-Chau, 464 Chang, Dae Ryun, 361 Chang, Shin-Shin, 464 Channels of distribution, 252 Channel strategy channel design, 179–181 channel support, 183–184 direct channels, 179, 185–188 indirect channels, 179–185 online, 188–189 push and pull strategies, 181–183 retail segmentation, 184 Character, 137 Characters, 133–135 Chattopadhyay, Amitava, 158 Chernev, Alexander, 463 Chik shampoo, 142–143 China’s global brand ambitions, 540–542 emerging local leaders, 541–542 foreign interest in, 541 global strategy, 542 growing consumer class, 540 growth at home, 540 Chiquita Brands International, 414, 458 Chobani yogurt, 429 Choice advantages, 48 Chrysler, 133, 399, 497 Ciba-Geigy, 532 Cisco, 11, 395 Citibank, 131–132, 210, 321 Clark, Bruce, 296 CLIF® Bar, 157 Clinton, Bill, 64 Clorox, 458–459, 493 Close-Up, 456–457 Club Mahindra, 319 Club Med, 487 Coach, 494 Co-branding, 254–259 guidelines, 255 potential disadvantages of, 255 Coca-Cola, 5, 36, 60, 125, 145, 183, 218–219, 262, 299, 354, 362–363, 371, 426, 438–439, 510, 532, 535–536 Cogito Consulting, 236–237 Coke, 68 Coldplay, 475–476 Cole Haan, 381 Colgate, 451, 560 Colgate-Palmolive, 299, 301, 399, 535 Colvin, Geoffrey, 102 Commitment, 341 Commodity business, 160 Commonality, principle of, 401 Communicability, 62–63 Communicating category benefits, 61 Company-owned stores, 185 Competitive advantages, Competitive frame of reference, 60–62 ConAgra, 385 Conjoint analysis, 357–359 Conlon, Jerome, 70 Consideration advantages, 48 Consumer behavior brands and, 6–7 evaluation of brand extension, 442–454 in supermarkets, 437 Consumer-brand relationship, 340–341 Consumer dialogue, 163, 165 Consumer guides, 26 Consumer memory, 333 Consumer needs, 515 Consumer price perceptions, 170–171 Consumer promotion, 214–215 Consumer purchase ability, 49 Consumer purchase decisions, 172 Consumer purchase motivation, 49 Consumer research, 15, 130, 145 Contact, defined, 158 Contribution, 230–231 Converse, 27 Cooperative advertising, 184–185 Copyrights, Copy-testing, 204–205 www.freebookslides.com INDEX 581 Core benefit level, Core brand associations, 282–284 Corporate brand equity, 402 Corporate branding corporate credibility, 407–409 corporate image dimensions, 402–409 managing, 409–415 Corporate brand personality, 404 Corporate credibility, 16, 407–409 Corporate expertise, 407 Corporate (family) brand tracking, 289 Corporate image, 402–409 associations, 403, 405 campaigns, 409–410 Corporate image dimensions, 402–409 customer-focused corporate image association, 407 environmentally concerned corporate image association, 407 high-quality corporate image association, 405 innovative corporate image association, 405 people and relationships, 405–407 socially responsible corporate image association, 407 values and programs, 407 Corporate likability, 407 Corporate name changes, 412 Corporate names, 412–413 Corporate reputations, 403 Corporate societal marketing (CSM), 409, 418–419 Corporate sponsors, 271 Corporate sponsorship, 271–272 Corporate trademark licensing, 262 Corporate trustworthiness, 407 Correlational points-of-parity, 59 Cost approach, 365 Cost-per-click, 219 Cottrill, Geoff, 27 Counterfeit market, 122–123, 150–151 Country of origin/geographic areas, 248–252 Country Time, 458 Crand-concept consistency, 456 Crayola Crayons, 162, 565 Creative quality effectiveness, 237 Creative strategy, 203–204 Creativity, 159, 214 Credence goods, Crest 3-D products, 178 Crest shaving cream, 460 Crisis marketing, 503–504 Crocker, Betty, 136 Cross-category assortment, 253 Crossword Bookstores, 169–170 Crowley, Dennis, 226 Cs, 229 Cultural events, 33, 305–306 Cultural segments, 509–510 Customer-based brand equity (CBBE), 83, 114, 118, 166, 169, 234–235, 278, 353, 410, 548-553 brand awareness, 48–50 BrandDynamics model, 342 brand equity as bridge, 44–45 brand image, 46, 50–53 brand knowledge, 45–47 building, 548–553 concepts and measures, 342 defined, 42–44 direct approach, 278 indirect approach, 278 marketing advantages, 75–76 sources of, 47–53 Customer–brand relationships, 111 Customer-centered brand management, 112 Customer-centric companies, 102–103 Customer diversity, 560 Customer empowerment, 560–561 Customer equity, 111–114 Blattberg and Deighton, 111–112 Kumar and colleagues, 113 perspectives, 113–114 relationship with brand equity, 113 Rust, Zeithaml, and Lemon, 112 Customer experience management (CEM), 160 Customer-focused corporate image association, 407 Customer lifetime value (CLV), 111 Customer mind-set, 106–107 Customer Satisfaction Index, 269 Customer service programs, 167–168 Customer visits, 327 Customization, standardization vs., 520–526 CVS, 56 Cybersquatting, 131, 151 Cyrix, 106 D Dabur India, 148 Dacin, Peter, 461 Dashboards, 295–297 Database Marketing, 209 Davis, Scott, 297 DeBeers’s, 138 360-degree brand connect, 237 Deliverability criteria, 62–63 Delta Faucet Company, 381 Demographic and cultural segments, 509–510 Deregulation, 30 Descriptive modifier, 72 Desirability criteria, 62 Dettol, 87 Deutsche Bank, 410 Developed vs developing markets, 526–528 Dewar’s whiskey, 249 DHL, 531 Differentiation, principle of, 399 Differentiation criteria, 63 Digital image, 320 Digital media, 237 Dillon, William R., 361 Direct channels, 179, 185–188 Direct communications, 207–208 Discovery Channel, 45 Disease branding, 38 Disney, 68, 71–72, 160, 186, 477, 536 Disney Consumer Products (DCP), 261 Distributors, 16 Diverting, 178 Dole Food Company, 414 Domain names, 131 Domino’s, 91, 279–280 Dow Chemical, 411 Dr Martens, 185 DRIVE, 105–106 Dubow, Craig, 50 Dukakis, Michael, 64 DuPont, 260, 321, 405, 415–416, 536 Dynamic pricing, 177 E Earned media, 220 Ebert, Roger, 269 Economic profit (EP), 366 Economic value added (EVA), 368 Emotional modifier, 72 Entity theorists, 464 Entry-level brands, 391 Environmentally concerned corporate image association, 407 Equalization price, 360 Erdem,Tülin, 360 ESPN’s X Games, 222–224 Event marketing, 220–225 guidelines, 222–225 rationale, 221–222 Eveready, 135 Everyday low pricing (EDLP), 177–178 Exemplars, 61, 354 Expected product, Experience business, 160 Experience goods, www.freebookslides.com 582 INDEX Experience providers, 160 Experiential marketing, 159–160, 166 Eye tracking techniques, 330 F Fab India, 127 Fabindia, 409 Facebook, 219–220 Family brands, 392–393, 428 Fast-food restaurants, brand recall survey, 333 Favorable associations for a brand, 549 Feasibility, 62 Febreze, 490 FedEx, 496 Fedorikhin, Alexander, 458 Feel marketing, 160 Filo, David, 132 Financial performance of brand, 368 Financial risk, Firm’s marketing assessment system, 300 Flagship product, 399 Flankers, 390 Flavored and nonflavored beverages, 86 Flipkart, 127 Ford, Harrison, 263 Ford Fiesta, 199 Forward buying, 178 Foster’s beer, 249 Fournier, Susan, 338–339, 341 Foursquare, 226–227 Fox, Richard J., 461 Free association, 315–316 Freeline skates, 60 Frito-Lay, 184, 321 Fuji Xerox, 532 Functional risk, Function-oriented brands, 456 Fusion ProGlide, 178 Future brand priorities, 556–568 G Gannett, 49–50 Gatorade, 146, 396–397, 566 General Electric (GE), 43, 270, 398, 410, 420, 534 General Mills, 130, 484 General Motors, 22, 96, 387, 391, 399, 418, 434, 437, 531 Generic product, Geographic locations, 21, 248–252 Geotargeting, 226 Gerstein, Richard, 205 Gillette, 4, 390, 483–484 Gilmore, James H., 160 Global brand equity measurement system, 536 Global customer-based brand equity brand awareness, 529 brand building, 529–530 brand partnerships, 531–532 global and local control, 534–535 global brand equity measurement system, 536 integrated marketing communications, 531 leveraging brand elements, 536–538 marketing infrastructure, 530–531 operable guidelines, 535–536 similarities and differences in the global branding landscape, 528–529 standardization and customization, 532–534 ten commandments of global branding, 528 Globalization, 29 Global marketing program, 510–519 advantages, 513–514 brand equity, 518 brand positioning, 519 disadvantages, 514–517 rationale for choosing, 510 strategic issues, 517–519 Godin, Seth, 164–165 Golder, Peter N., 23 Goods business, 160 Goodwill, 363 Goodyear, 68, 186–187 Google, 16–17, 226, 321, 347–349 Gore-Tex, 63 Gottfried, Gilbert, 134 Grand Metropolitan, 365 Green Giant, 133–134 Green marketing, 420 Grey Goose, 269–270 Groupon, 215–216 Growth, principle of, 395 Growth matrix, 426 Gucci, 249, 425, 439 Guinness, 531 Gurhan-Canli, Zeynep, 462 H Haagen-Dazs cottage cheese, 460 Halloween night in Madison, 10 Hamilton, Ryan, 463 Harley-Davidson, 490–492 Harley Owners Group (HOG), 98 Harrah’s, 296 Harry Potter film series, 20 HBO, 135, 138 Heineken, 460, 532 Hershey, 254, 386, 452 Hewlett-Packard (HP), 321, 325–326, 401, 420 Hi Design, 127 High-end brands, 391, 533 High-quality corporate image association, 405 High-tech branding, 15, 571–572 High-tech products, 11–14, 416, 571–572 Hill & Knowlton, 365 Hindustan Lever, 530 Hirshberg, Gary, 421 Hitachi, 43–44 Holistic thinkers, 464 Home Depot, 510 Home Shopping Network (HSN), 495 Honda, 381, 457–458 Houston, Michael, 464 Hyundai, 174–175 I IBM, 66, 301, 410 ICICI Bank, 327–328 Imitator brands, 150–151 Immelt, Jeffrey, 420 Independent self-construal, 464 Indirect channels, 179–185 Individual brands, 393 Information processing model of communications, 200–201 Ingredient branding, 256–260 guidelines, 259 pros and cons, 258–259 Innovative corporate image association, 405 Intangible assets, 6, 363 Integrated marketing communications (IMC), 531 commonality, 231 complementarity, 231–232 conformability, 232–233 contribution, 230–231 cost, 234 coverage, 230 criteria for, 229–230 dual communication ability, 233 establishing priorities and trade-offs, 234 evaluating communication options, 234 using, 234 Intel, 49, 68, 270, 321, 352, 480, 534 Intensity, 98 Interbrand, 367–368 Interdependence, 341 Interdependent self-construal, 464 Internal branding, 73, 297–298 Intimacy, 341 Investor sentiment multiplier, 107–108 www.freebookslides.com INDEX 583 IPod, 160, 461 ITC, 246–247 Classmates, 411–412 e-Choupal initiative, 246–247 J J Walter Thompson Company, 364–365 Jacobson, Robert, 462 JCPenney, 252 JCPenny shoppers, 187–188 Jeep, 98 Jet Airways, 130–131 Jingles, 141 John, Deborah Roedder, 462, 464 John Deere, 183–184 Joiner, Christopher, 460, 462 K Kalwani, Manohar U., 360 Kamakura, Wagner A., 360 Keller, Kevin Lane, 457, 459–463 Keller Bs, 235 Kellogg, 3, 22, 48, 60, 173, 229, 254, 401, 529–530 Kentucky Fried Chicken (KFC), 496, 507 Kerry, John, 64 Kikkoman soy sauce, 249 Kimberly-Clark, 420 Kindle e-reader, 441–442 Kingfisher, 248 Kirmani, Amna, 462–463 Kleenex, 192, 458 Klein, Naomi, 46 Knutson, Brian, 322 Koehn, Nancy, 499 Krishnan, H Shanker, 461 L Laborie, Jean-Louis, 158 Lacoste, 487–488 Laddering, 67–68 Lane, Vicki R., 462, 464 Lanham Act of 1946, 37 LaPointe, Pat, 295 Las Vegas casinos, 162 Lauterborn, Robert F., 158 Lawson, Robert, 456 Leadership brands, 25 Learning advantages, 48 LEGO, 160 Lehmann, Donald R., 360 Leunghe, Annie, 485 Leverage secondary brand associations, 243, 453–454, 574 celebrity endorsement, 263–267 channels of distribution, 252 co-branding, 254–259 country or geographic location, 248–252 creation of new brand associations, 243 effects on existing brand knowledge, 243–245 guidelines, 245 leveraging a corporate brand, 245–248 licensing, 259–263 sporting, cultural, or other events, 267 third-party sources, 269–270 Levi Strauss, 185–187, 249, 448–449, 463, 534–536 Levy, Keith, 205 Levy, Sidney J., 282 Licensing, 259–263 corporate trademark, 262 entertainment, 261 guidelines, 262–263 sports, 262 Lin, Bo-Chi, 464 Line extension, 76, 429 Line extensions, 385 Little Caesar, 91 Livon, 370 Liz Claiborne, 359–360 Liz & Co., 252 L.L Bean’s, 479 Loblaws, 192 Log Cabin, 459 Logos and symbols, 132–133 Loken, Barbara, 460, 462 London 2012 Summer Games, 273 L’Oréal Paris, 432, 510–513 Love/passion, 341 Low-end brands, 391 Low-priced competitors, 30 Loyalty programs, 168–169 Lufthansa, 254 Luxury brands, 90 M 3M, 406, 498 Macy’s, 414, 508–509 Maheswaran, Durairaj, 462 Make My Trip, 127 Mao, Huifang, 461 Marico, 370 Market brand engagement, 339 Marketing see also pricing strategies; product strategy changes in approach of, 156 future brand priorities, 556–568 high-technology products, 571–572 industrial goods and business-tobusiness products, 570–571 integrating, 158–166 personalizing, 159–165 perspectives, 156–157 “4 Ps” of, 166 reconciling different approaches, 165–166 reinforcing brands, 475–487 retailers, 573 service business, 572–573 small businesses, 573–574 of strong brands, 553–557 twenty-first century marketing environment, 157 Marketing audit, 279 Marketing-based comparative approaches, 356–357 Marketing brands during economic downturns, guidelines for, 28 Marketing communications, 76, 198 advertising, 201–212 brand amplifiers, 227–229 brand-building communications, 199–201 events and experiences, 220–225 flexibility of, 199 ideal ad campaign, 201 information processing model of communications, 200–201 integrated marketing communication (IMC) program, 229–235 mobile marketing, 226–227 multiple communications, 201 new media environment, 199–201 online marketing communications, 217–220 promotion, 212–216 Marketing dashboards, 295 Marketing mix, 166 Marketing partners, managing, 301 Marketing program investment, 105 Market leadership, nature of, 23–25 Market performance, 107 Marketplace conditions multiplier, 107 Market segments demographic and cultural, 509–510 global brands, 510–519 regional, 508–509 Marlboro, 68, 173, 510, 538 Marriott International, 388–389 Marriott’s Courtyard, 565, 573 Maruti Suzuki, 139 Mary Kay, 183, 187 Maslow’s hierarchy of needs, 67–68 Mason Haire, 317 Mass customization, 161–162, 165 Mass marketed brands, 36–37 MasterCard, 103, 107, 514 www.freebookslides.com 584 INDEX Matta, Shashi, 464 Mattel, 270 Mayo Clinic, 283–284, 293–294 McCain, John, 64 McDonald’s, 47, 107, 272, 315, 402, 420, 427–428, 477, 510, 530, 537 McKinsey, 66 “Mean and variance” price perceptions, 170 Means-end chains, 68 Memorex, 498 Mental maps, 282 Mercedes-Benz, 377, 477, 510 Merck, Meyer, Christopher, 160 Michelin, 68 Michelin Man, 121–122 Michelob, 477–478 Microsoft, 321 Milberg, Sandra, 456 Miller Brewing, 439, 509 Miller Lite, 65 Millward Brown, 291 Miniard, Paul W., 464 Mobile marketing, 226–227 Modifiers, 393 Monga, Alokparna Basu, 464 Mont Blanc, 249 Morphemes, 127 Mossberg, Walter, 270 Motel 6, 205–206 Mountain Dew, 62, 490, 492 Movie franchises, 20 MTV, 485–486 MTV Mental Map, 283 Multiattribute attitude model, 361 Multidimensional scaling (MDS), 334 Murdoch, Rupert, 363 Murray’s Cheese Shop, 187 Muthukrishnan, A V., 457 Myspace, 474 N National manufacturer brands, 36 Nationwide Insurance, 225 Navratna oil, 434 Nedungadi, Prakash, 333 Nescafé, 317–318, 510 Neslin, Scott A., 360 Nestlé Foods, 299, 379, 533 Netflix, 394–395 Net operating profit after tax (NOPAT), 368 Neural research methods, 321–322 Neuromarketing, 321 Ng, Sharon, 464 Nike, 68, 70, 72, 107, 138, 163, 179– 180, 183, 186–187, 282, 298, 381, 397–398, 517, 519, 561, 563 NIKEiD program, 162 Nissan, 381 Nivea, 444, 518 Non-product-related attributes and benefits, 456–457 Non-product-related imagery associations, 485 Novartis, 410 Nunes, Joseph C., 464 O Obama, Barack, 64–65 Ogilvy, David, 206 Ogilvy & Mather, 301, 358, 365 Old Spice, 29, 178 Olympic Games, 272 Olympic sponsorship, 272–273 OMEGA, 308 One-to-one marketing, 162–163, 165 Online ads and videos, 217–219 Online brands, 16–18 Online marketers, 16 Online marketing communications, 217–220 Online strategy, 188–189 Optimal marketing program, 453 Opt-in advertising, 226 Oreo, 512 Orphan brand, 498 OshKosh B’Gosh children’s wear, 185 Out-of-home advertising, 208 Owens-Corning, 163 Owned media, 220 Oxtoby-Smith, 331 P Packaging, 141–145 benefits, 142 changes, 145 design, 144 innovations, 143–144 at the point of purchase, 143 psychology of, 147 Paid media, 220 Pampers, 510 Panasonic, 184 Panda Express, 73 Parent brand, 428 Park, C Whan, 456, 458 Park, Chan Su, 361 Park, Jongwon, 461, 464 Partner quality, 341 Part worth, 358 Patek Philippe, 308 Patriotic appeals, 250 PayPal, 321 Pepper, John S., 413 Peppers, Don, 162–163 Pepsi, 146, 396, 566 PepsiCo, 220, 538 Pepsico, 268–269 Perceived quality, 166 Permission marketing, 164–165 Personalized marketing, 159–165 experiential marketing, 159–160 mass customization, 161–162 one-to-one marketing, 162–163 permission marketing, 164–165 relationship marketing, 160–161 Person brand, 268 Pessemier, Edgar, 356 Philip Morris, 172–173 Philip Morris Co., 414 Philips, 410 Physical risk, Pillsbury, 299 Pillsbury Doughboy, 137 Pine, B Joseph, 160 Pitt, Brad, 263 Pizza Hut, 91 Place advertising, 208–212 Place branding, 21, 251–252 Planters, 357–358 Plosives, 129 Point-of-purchase advertising, 211 Points-of-difference (POD), 42 Points-of-parity (POP), 42 Polaroid camera, 498 Polo, 187 Pop-up stores, 185–186 Porsche 911, 331 Positioning guidelines competitive frame of reference for, 60–62 deliverability criteria, 62–63 desirability criteria, 62 developing a good positioning, 69 differentiation criteria, 63 laddering, 67–68 points-of-parity/-differences, 63–66 reacting, 68 redefining the relationship, 65 straddle positioning, 66–67 updating positioning over time, 67–68 Potential product, Precision marketing, 208 Prestige brands, 391 www.freebookslides.com INDEX 585 Prestige-oriented brands, 456 Prevention focus, 464 Price bands, 170 Price segmentation, 177 Pricing policy, 89 Pricing strategies for brand equity, 171–178 consumer price perceptions, 170–172 dynamic pricing, 177 everyday low pricing (EDLP), 177–178 everyday-low-pricing (EDLP), 172 price segmentation, 177 price stability, 178 value pricing, 172–174 yield management principles, 177 Print media advertising, 206–207 Private-label branding strategy, 191–192 Private label brands, 16 Private labels, 190–193 Procter & Gamble (P&G), 29, 68, 162, 167, 177–178, 185, 192, 228, 299, 381, 385, 387, 426, 483, 498–499, 510, 529, 532, 535, 557–558, 562 Product business-to-business, 11 category attitudes, 53 defined, high-tech, 11–14 levels of, 3–4 movie, 20 online products and services, 16–18 risks in buying and consuming a, vs brands, 3–6 Product–brand relationships, 379 Product-brand tracking, 286–287 Product category structure, 85–86 Product descriptor, 61–62 Product descriptors, 393–394 Product durability, 89, 166 Product line, 379 Product mix, 379 Product placement advertising, 211 Product quality, 166 Product reliability, 89, 166 Product serviceability, 89, 166 Product strategy, 561 aftermarketing, 167–169 communicating value, 176–177 costs, 175–176 design and delivery, 175 perceived quality, 166 prices, 176 Professional services branding, 14 Program quality multiplier, 105–106 Projective techniques, 316–317 Prominence, principle of, 399–400 Promotion, 212–216 consumer, 214–215 patriotic appeals, 250 sales, 212–214 sponsorship programs, 222–225 trade, 216 Promotion focus, 464 Prophet’s brand valuation methodology, 366–367 “4 Ps” of marketing, 166 Psychological risk, Public relations and publicity, 227–228 Purchase imagery, 91 Q Q Scores, 267 Quaker Oats, 299 Qualitative research techniques, 282, 284, 313–328 archetype research, 318–320 brand personality and values, 322–323 comparison tasks, 318 completion and interpretation tasks, 318 ethnographic and experiential methods, 324–328 free association, 315–316 neural research methods, 321–322 projective techniques, 316–317 Zaltman Metaphor Elicitation Technique (ZMET), 320–321 Quantitative research techniques, 328–341 brand awareness, 329–332 brand image, 332–334 brand recall, 330–331 brand recognition, 329–330 brand relationships, 336–341 brand responses, 334–336 R Radio advertising, 205–206 Randall, Taylor, 463 Rank Hovis McDougal (RHM), 365 Reacting, 68 Reckitt Benckiser, 370 Recognition measures test, 329 Reddy, Srinivas K., 461 Red Hat, 280–281 Regional market segments/regionalization, 508–509 Regulatory focus, 464 Reibstein, David, 463 Reichheld, Frederick, 97 Reinforcing brands, 475–487 Relate marketing, 160 Relationship marketing, 160–161 Relevance, principle of, 398 Repositioning of brand, 496 Retailers, 16, 114, 573 Retailers’ brand images, 253 Retailer’s price image, 253 Retail segmentation, 184 Retiring brands, 498–499 Retro-branding or retro-advertising, 479–480 Return on investment (ROI), 362, 371 Revitalizing brands, 487–497 Ritz-Carlton hotels, 163, 405, 561 Roberts, John, 285–286 Roberts, Kevin, 94 Robertson, Thomas, 531–532 Rogers, Martha, 162–163 Rolaids, 158 Rolex, 302–310, 315, 456, 510 Rolls-Royce, 162 Romeo, Jean B., 464 Royal Enfield, 92 Royalty Relief methodology for brand valuation, 365 Russell, Gary J., 360 S Sales promotion, 212–214 Samsung, 561 Sandoz, 532 Sanjeev Kapoor, 18 Santoor, 476–477 Sara Lee Corporation, 414 Scanner panel, 360 Schmitt, Bernd, 160 Schultz, Don E., 158 Schwager, Andre, 160 Schwarzenegger, Arnold, 263 SC Johnson, 184 Scotts Miracle-Gro, 184 Search goods, Seinfeld Chronicles, 205 Selden, Larry, 102 Self-concept connection, 341 Self-construal, 464 Selvadurai, Naveen, 226 Sense marketing, 160 Sensory metaphor, 320 Service business, 160, 572–573 Service effectiveness, 89 Service efficiency, 89 Service empathy, 89 Shareholder value, 108 Shell Oil, 69, 408, 510 Shine, Byung Chul, 461 www.freebookslides.com 586 INDEX Shopkick, 227 Shopper marketing, 181 Shoppers Stop, 163–164 Shutterfly, 104 Sibilants, 129 Simmons, Carolyn J., 463 Simplicity, principle of, 398 Singapore Airlines, 73, 162, 254, 257–258, 561 Slogans, 135–141 Smart Car, 255 Smith, Daniel C., 461 Smith Corona, 484 Snapdeal, 127 Snuggle, 529 Socially responsible corporate image association, 407 Social media, 219–220 Social media programs, 563–564 Social risk, Sony, 184, 398, 460 Sood, Sanjay, 457–458, 460, 462–463 Southwest Airlines, 127, 174, 405 Speciality Restaurants, 380–381 Sponsorship programs, 222–225 demand-side method, 224 supply-side method, 224 Sports marketing, 19 Srinivasan, V., 361 Sriram, S., 360 Standardization vs customization, 520–526, 532–534 Starbucks, 160, 298, 381 State Farm Mental Map, 315 Stengel, Jim, 381 Stewart, Martha, 217 Stock-keeping units (SKUs), 436 Stock market reactions, 372–373 Store brands, 16 Store-within-a-store concept, 187 Storytelling, 320 Strategic brand management, 548 brand marketing programs, 33 brand performance, 33–34 process/main steps of, 32–34 sustaining brand equity, 34 Strength of a brand association, 549 Strong brands, 8, 11, 21, 43, 45–47, 553–557 Sub-brands, 386, 391, 397, 428 Subway, 88 Supermarkets, 437 Supporting marketing program, 284–286 Survival, principle of, 396 Swait, Joffre, 360 Swaminathan, Vanitha, 461 Swisher, Kara, 270 Synergy, principle of, 396 T Tachistoscopes (T-scopes), 330 TAG Heuer, 307–308 Taj Group of Hotels, 95 Tangible assets, 363 Tannenbaum, Stanley I., 158 Tarnishing, 151 Tata Consultancy Services, 12 Tata Docomo, 354–355 Tata Indica, 139 Tata Salt, 408 Tata Starbucks, 41 Television ad effectiveness, 236 Television advertising, 202–205 “Tesco for Schools and Clubs” program, 566 Thermos, 458 Think marketing, 160 Thomson, Matthew, 458 Time risk, Timex, 456, 482 Tommy Hilfiger, 495–497 Toshiba, 184 Toyota, 381, 410, 419, 461 Trademark, 150 issues concerning names, 151–152 issues concerning packaging, 152 Trademark Act 1999, 150 Trade promotions, 216 Transformational advertising, 94 Tremor, 228 Tropicana, 85, 146, 566 Trout, Jack, 22 Tupperware, 180–181 Twitter, 219 Tylenol product tampering crisis, 502–503 U UBS, 410 Ulrich, Karl, 463 Underwood typewriters, 23 UNICEF, 19 Unilever, 385, 529 Uniqueness associations for a brand, 549 Unique selling proposition, 53 United Airlines, 254 7UP, 140 URLs (uniform resource locators), 131–132 Usage imagery, 91–92 USA Today, 322–323 User manuals, 167 V Value-based pricing strategies, 171–174 Value creation, 108 Vertical brand extensions, 446–448, 463 Victoria’s Secret, 160, 162 Vidal Sassoon, 460 Vignette, 320 Virgin brand, 440–441 Vivaldi Partners’ Social Currency Model, 338 Vlasic, 181–182 Vodafone, 119–120 Volkswagen, 111 Volvo, 68 Vuarnet brand, 460 VW Phaeton, 382 W Walgreens’s, 214–215 Walmart, 173–174, 405 Warner Bros., 185 Waste Management, 380 Web site designs, 18 Web sites, 217 Weighted average cost of capital (WACC), 367–368 Weitz, Barton A., 457 Wheeler Amendment, 37 Winfrey, Oprah, 263–264 Wolf, Stephen, 61 Word-of-mouth, 228–229 Wrigley, 23 Wyer Jr., Robert S., 458, 461 Y Yahoo!, 474 Yang, Jerry, 132 Yeo, Junsang, 464 Yeung, Catherine W M., 458 Yield management principles, 177 Yoplait, 420 Yorkston, Eric A., 464 Young & Rubicam, 301 YouTube, 220 Z Zaltman Metaphor Elicitation Technique (ZMET), 320–321 Zhang, Shi, 458 Zodiac, 481 Zoozoos characters, 119–120 ... Customer-based Brand Equity and Brand Positioning  41 Preview 42 Customer-based Brand Equity? ?? 42 Defining Customer-based Brand Equity? ?? 42 Brand Equity as a Bridge  44 Making a Brand Strong: Brand Knowledge ... Salience  84 Brand Performance  87 Brand Imagery  89 THE SCIENCE OF BRANDING 3-1: Luxury Branding 90 Brand Judgments  93 Brand Feelings  94 Brand Resonance  96 BRANDING BRIEF 3-1:  Building Brand Communities ...Strategic Brand Management Building, Measuring, and Managing Brand Equity i This page is intentionally left blank Strategic Brand Management 4e Building, Measuring, and Managing Brand Equity Kevin