2. A brand comes to embody a promise about the
goods it identifies, a promise about quality,
performance, or other dimensions of value, which
can influence consumers' choices among competing
products.
3. Brand can convey six level of meaning (Kotler):
Attribute: durable, prestigious, well engineered, and expensive
Benefits: functional, emotional and self expressive
Values: high performance, safety
Culture: German culture, organized, efficient, high quality
Personality: austere, aggressive, no-nonsense person
4. Quality of experience
Experience economy is a new kind of emerging economy in which increasing
numbers of industrial practitioners find out the importance of capitalizing on
the customer experience (Xu & Chan, 2010).
Competitive environment delivers quality of experience rather than quality of
service (Klaus & Maklan, 2007).
5. There is a relationship between quality of experience
and overall brand equity.
6. Brand Equity
Brand equity refers to the marketing effects or outcomes that accrue to a
product with its brand name. Consumers believe that a product with a well-
known name is better than products with less well known names.
The value of brand equity is the “expected future revenue”.
7. Benefits of Brand Equity:
Enabling buying decisions
Builds Customer Loyalty
Builds Market Share
Protect Market Share
Helps Command Higher Price
Create a Halo Effect
Assists Product, Service and Business Expansion
8. Brand experience is also lead to
positive brand equity
Brand awareness: Consumers are aware of the brand.
Brand recognition: Consumers recognize the brand and know what it
offers versus competitors.
Brand trial: Consumers have tried the brand.
Brand preference: Consumers like the brand and become repeat
purchasers. They begin to develop emotional connections to the brand.
Brand loyalty: Consumers demand the brand and will travel distances
to find it. As loyalty increases so do emotional connections until there is
no adequate substitute for the brand in the consumer’s mind.
Brand Maintenance: Sustain that loyalty and positive brand equity for
years to come.
9. building brand equity with keller’s
Customer-Based Brand Equity model
Keller’s CBBE model is marketing focus
The basic premise of the CBBE concept is that the power of a brand lies in what
customers have learned, felt, seen, and heard about the brand as a result of their
experiences over time.
10. Strategic Brand Management
SBM involves the design and implementation of marketing programs and
activities to build, measure, and manage brand equity.
Strategic brand management process has four main steps:
1- Identifying and developing brand plans
2- Designing and implementing brand marketing program
3- Measuring and interpreting brand performance
4- Growing and sustaining brand equity
11. Identifying and developing brand plans
It clears understanding of what the brand is to represent and how it should be
positioned with respect to competitors.
Brand Positioning Model: Describes how to guide integrated marketing to
maximize competitive advantages.
Brand Resonance Model: Describes how to create intense, activity loyalty
relationships with customers.
Brand Value Chain: Means to trace the value creation process for brands,
to better understand the financial impact of brand marketing expenditures and
investments.
12. Brand Positioning delivers:
Mental maps
Competitive frame of reference
Points-of-parity and points-of difference
Core brand associations
Brand mantra
Positioning requires defining our desired or ideal brand knowledge
structures and establishing points-of-parity and points-of-difference to establish
the right brand identity and brand image.
Positioning Model answers to these questions:
• Who the target consumer is?
• Who the main competitors are?
• How the brand is similar to these competitors?
• How the brand is different from them?
13. Brand Resonance
Ensure identification of the brand with customers and an association of the
brand in customers’ minds with a specific product class, product benefit, or
customer need.
Firmly establish the totality of brand meaning in the minds of customers by
strategically linking a host of tangible and intangible brand associations.
Elicit the proper customer responses to the brand.
Convert brand responses to create brand resonance and an intense, active
loyalty relationship between customers and the brand.
14. Those four steps represent a set of fundamental questions that
customers invariably ask about brands—at least implicitly. The four
questions (with corresponding brand steps in parentheses) are:
Who are you? (brand identity)
What are you? (brand meaning)
What about you? What do I think or feel about you? (brand responses)
What about you and me? What kind of association and how much of a
connection would I like to have with you? (brand relationships)
15.
16. The Brand Value Chain
Stage 1: The brand value creation process begins when the firm invests in a
marketing program targeting actual or potential customers.
Stage 2: The associated marketing activity then affects the customer mind-
set—what customers know and feel about the brand—as reflected by the
brand resonance model
Stage 3: This mind-set, across a broad group of customers, produces the
brand’s performance in the marketplace—how much and when customers
purchase, the price that they pay, and so forth
Stage 4: Finally, the investment community considers this market to arrive at
an assessment of shareholder value in general and a value of the brand in
particular
18. Brand elements:
sometimes called brand identities, are those trademarkable devices that serve to
identify and differentiate the brand. The main ones are brand names, URLs,
logos, symbols, characters, spokespeople, slogans, jingles, packages, and
signage.
Criteria for Choosing Brand Elements:
1. Memorable
Easily recognized
Easily recalled
2. Meaningful
Descriptive
Persuasive
3. Likable
Fun and interesting
Rich visual and verbal imagery
Aesthetically pleasing
4. Transferable
Within and across product categories
Across geographic boundaries and cultures
5. Adaptable
Flexible
Updatable
6. Protectable
Legally
Competitively
19.
20. Designing and implementing brand
marketing program
positioning the brand in the minds of customers and achieving as much brand
resonance as possible.
Brand-building product, pricing, channel, and communication strategies must
be put into place.
21.
22.
23. “The challenge for marketers in building a strong brand
is ensuring that customers have the right type of
experiences with products and services and their
accompanying marketing programs so that the desired
thoughts, feelings, images, beliefs, perceptions,
opinions, and so on become linked to the brand.”
Kevin Lane Keller
24. Branding is built over time by the company supporting its brand
strategy and in everything it does. Therefore all employees must work
as ambassadors of the brand and be consistent in how they present
the brand, Aaker.
Accrue: to increase in value or amount gradually as time passes
Premise: a statement or idea that is accepted as being true
Two questions often arise in brand marketing: What makes a brand strong? and How do you
build a strong brand? To help answer both, we introduce the concept of customer-based brand
equity (CBBE).
What do different brands mean to consumers? and How does the brand knowledge of consumers affect their response to marketing
activity?
The CBBE concept approaches brand equity from the perspective of the consumer— whether the consumer is an individual or an organization or an existing or prospective customer.
A brand has positive customer-based brand equity when consumers react more favorably to a product and the way it is marketed when the brand is identified than when it is not.
A brand has negative customer-based brand equity if consumers react less favorably to marketing activity for the brand compared with an unnamed or fictitiously named version of the product.
ROMI
Return On Marketing Investment
ROMA
Return On Marketing Assets
Points-of-Difference Associations. Points-of-difference (PODs) are formally defined as
attributes or benefits that consumers strongly associate with a brand, positively evaluate, and
believe that they could not find to the same extent with a competitive brand.39 Although myriad
different types of brand associations are possible, we can classify candidates as either functional,
performance-related considerations or as abstract, imagery-related considerations.
Points-of-Parity Associations. Points-of-parity associations (POPs), on the other hand, are
not necessarily unique to the brand but may in fact be shared with other brands. There are three
types: category, competitive, and correlational.
Category points-of-parity represent necessary—but not necessarily sufficient—conditions
for brand choice. They exist minimally at the generic product level and are most likely at the expected
product level. Thus, consumers might not consider a bank truly a “bank” unless it offered
a range of checking and savings plans; provided safety deposit boxes, traveler’s checks, and
other such services; and had convenient hours and automated teller machines. Category POPs
may change over time because of technological advances, legal developments, and consumer
trends, but these attributes and benefits are like “greens fees” to play the marketing game.
Competitive points-of-parity are those associations designed to negate competitors’ pointsof-
difference. In other words, if a brand can “break even” in those areas where its competitors
are trying to find an advantage and can achieve its own advantages in some other areas, the brand
should be in a strong—and perhaps unbeatable—competitive position.
Correlational points-of-parity are those potentially negative associations that arise from
the existence of other, more positive associations for the brand. One challenge for marketers is
that many of the attributes or benefits that make up their POPs or PODs are inversely related.
In other words, in the minds of consumers, if your brand is good at one thing, it can’t be seen
as also good on something else. For example, consumers might find it hard to believe a brand
is “inexpensive” and at the same time “of the highest quality.” Figure 2-6 displays some other
examples of negatively correlated attributes and benefits.
The brand does not have
to be seen as literally equal to competitors, but consumers must feel that it does sufficiently well
on that particular attribute or benefit so that they do not consider it to be a negative or a problem.
Salience: highlight
To
better understand the ROI of marketing investments, however, another tool is necessary. 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.44 It recognizes that many
different people within an organization can affect brand equity and need to be aware of relevant
branding effects. The brand value chain thus provides insights to support brand managers, chief
marketing officers, managing directors, and chief executive officers, all of whom may need different
types of information.
The brand value chain has