Global Brand Management (MBA module 8 of 8)

Introduction

• Brand
• For the American Marketing Association (AMA), a brand is 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”. 
• Definitions
• Brand name
• The part of the brand that can be pronounced 
• Brand mark
• The part of the brand that contains symbols or images
• Trade mark
• A legal, distinctive sign or indicator used to identify products
• Trade name 
• Legal name (i.e., full name) of an organisation 
• Product is not a brand
• A product is anything we can offer to a market for attention, acquisition, use, or consumption that might satisfy a need or want
• It may be a physical good, a service, a retail outlet, a person, an organization, a place, or even an idea
• Product is
• The core benefit level is the fundamental need or want that consumers satisfy by consuming the product or service.  
• E.g. cooling and comfort
• The generic product level is a basic version of the product containing only those attributes or characteristics absolutely necessary for its functioning but with no distinguishing features
• E.g. sufficient cooling capacity, an acceptable energy efficiency rating, adequate air intakes and exhausts, etc.
• The expected product level is a set of attributes or characteristics that buyers normally expect and agree to when they purchase a product
• E.g. consumer Reports states that for a typical large air conditioner, consumers should expect at least two cooling speeds, expandable plastic side panels, adjustable louvers, removable air filter, vent for exhausting air, power cord at least 60 inches long, R-22 HCFC refrigerant, etc.
• The augmented product level includes additional product attributes, benefits, or related services that distinguish the product from competitors
• optional features may include electric touch-pad controls, a display to show indoor and outdoor temperatures and the thermostat setting, an automatic mode to adjust fan speed based on the thermostat setting and room temperature, a toll free 800 number for customer service, etc. 
• The potential product level includes all the augmentations and transformations that a product might ultimately undergo in the future
• silent running, completely balanced throughout the room, and energy self sufficient
• Brand is more than a product
• A brand is therefore more than a product, as it can have dimensions that differentiate it in some way from other products designed to satisfy the same need 
• Some brands create competitive advantages with product performance; other brands create competitive advantages through non-product-related means
• 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
• Importance of brands to companies
• 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
• What is branded
• Physical goods
• Services
• Retailers and distributors
• Online products and services
• People and organizations
• Sports, arts, and entertainment
• Geographic locations
• Ideas and causes
• Brand challenges and opportunities
• Savvy customers
• Brand proliferation
• Media fragmentation
• Increased  competition
• Increased costs
• Greater accountability 
• Brand equity concept
• No common viewpoint on how it should be conceptualised and measured
• It stresses the importance of brand role in marketing strategies
• Brand equity is defined in terms of the marketing effects uniquely attributable to the brand
• Global brand management
• It involves the design and implementation of marketing programs and activities to build, measure, and manage brand equity
• The bottom line is that any brand—no matter how strong at one point in time—is vulnerable, and susceptible to poor brand management
• Global brand management process
1. Identifying and establishing brand positioning and values
2. Planning and implementing brand marketing campaigns
3. Measuring and interpreting brand performance
4. Increasing and sustaining brand equity 
• Evolution of modern brand management 
• Underlying paradigm
• Positivistic
• Constructivist
• Brand focus
• Company/sender
• Human/receiver
• Cultural/context
• Brand approach 
• Economic
• Identity
• Consumer-based
• Personality 
• Relational
• Community
• Cultural approach

Brand equity

•  Brand awareness
• Brand awareness is related to the strength of the brand in consumer’s memory
• Brand recognition refers to consumer’s ability to correctly discriminate the brand as having been seen or heard before eg have you heard of Tesla?
• Brand recall relates to consumer’s ability to retrieve the brand form memory when given the product category, the needs fulfilled by the category, a purchase or consumption situation eg think of a soft drink. Was it a Coke?
• Brand image
• Brand image can be defined as perceptions about a brand as reflected by the brand associations held in consumer’s memory eg what do you think of when you see golden arches?
• A positive brand image is created by marketing campaigns that link strong, favorable, and unique brand associations to the brand in memory
• Brand image
• Types of brand association
• Attributes
• Non-product-related
• Product related
• Benefits
• Functional
• Experiential
• Symbolic
• Attitudes
• Favourability of brand associations
• Strength of brand association
• Uniqueness of brand associations
• Branding criteria
• How strong?
• How favourable?
• How unique?
• Is it memorable?
• Is it meaningful?
• Is it likeable?
• Is it differentiated from the competition?
• Is it transferable? (product extensions/brand extensions)
• Is it adaptable? (across cultures, across target markets)
• Is it protectable? (by trademark or patent).
• Which is the stronger brand identity? Why? 
• Customer-based brand equity (CBBE)
• “The differential effect that brand knowledge has on consumer response to the marketing of that brand.”
• Brand equity is the importance of the brand to a customer whereas brand value is the financial asset that the company records on its balance sheet.
• Both are measures of worth.
• Aaker model
• Brand loyalty
• Trade leverage, time to respond to competitor threats
• Brand awareness
• Familiarity leads to liking, anchors other associations
• Perceived quality
• Reason to buy
• Brand associations
• Differentiates 
• Other proprietary assets 
• Keller model
• Identify
• Who are you?
• Deep brand awareness
• Salience
• Category identification
• Needs satisfied
• Meaning
• What are you?
• Associations: points of parity and difference
• Performance
• Primary characteristics & secondary features
• Product reliability, durability & serviceability
• Service effectiveness, efficiency & empathy 
• Style and design 
• Price
• Imagery
• User profiles
• Purchase & usage situations
• Personality & values
• History,  heritage & experiences 
• Response
• What about you?
• Positive accessible attitudes & reactions 
• Judgements
• Quality credibility
• Consideration
• Superiority
• Feelings
• Warmth
• Fun
• Excitement
• Security
• Social approval
• Self-respect
• Relationships
• What about you and me?
• Active Brand Relationships
• Brand Loyalty 
• Resonance
• Loyalty
• Attachment
• Community
• Engagement
• Quantitative research techniques
• Brand awareness measures 
• Brand recognition measures
• It relates to consumer ability to identify the brand under various circumstances and can involve identification of any brand element
• In basic procedures consumers are given items (orally or visually) and are asked about their knowledge of such items
• More complex procedures involve “perceptually degraded” versions of the brand
• Brand recall measures
• With brand recall, consumers must retrieve the brand element from memory when given some related probe or cues
• Besides being judged as correctly recalled, brand recall can be distinguished according to order, as well as latency or speed of recall
• Brand associations measures 
• Any potentially relevant association should be measured, including performance-related attributes and benefits (i.e., product reliability and durability)  as well as imagery-related  attributes and benefits, situation, brand personality, values etc. 
• These associations should be rated on scales for quantitative analysis
• Responses measures
• Behavioral loyalty
• Brand substitutability
• Other brand resonance dimensions
• For example, in terms of engagement, measures  could explore word-of-mouth behaviour, online behaviour, and so forth in depth
• Relationship measures
• Financial brand equity
• The total value of a brand which is a separable asset—when it is sold or included in a balance sheet
• Brand strength
• Leadership 25%
• Stability 15%
• Market 10%
• Internationality 25%
• Trend 10%
• Support 10%
• Protection 5%
• Employee-based brand equity (EBBE)
• Represents a tool for auditing internal brand management
• Complements external perspective with internal perspective
• Strong relationship between employees, customers, and profitability
• Components of EBBE
• Brand endorsement
• Brand allegiance
• Brand consistent behaviour
• Benefits of EBBE
• Brand citizenship behavior 
• Employee satisfaction
• Employee intention to stay
• Positive employee word of mouth
• Willingness to accept lower pay

Brand over geographical boundaries

• Regional market segment
• A regionalisation strategy can make a brand more relevant and appealing to an individual
• Downsides
• Marketing efficiency may suffer and costs may rise with regional marketing
• Regional campaigns may force local producers to become more competitive
• Upside
• Marketing can have a stronger impact
• Demographic and Cultural Segments
• Demographic differences often serve as the rationale for a separate branding and marketing program
• Younger generation may be more easily influenced by trends and broad cultural movements due to media exposure
• Brands can tap into global sensibilities of the youth market
• Some consumers may not like being targeted on the basis of their being different
• Since that reinforces their image as outsiders or a minority
• They may feel alienated or distanced from the company and brand
• Rationale for Going International
• Forces that have encouraged many firms to market their brands internationally
• Perception of slow growth and increased competition in domestic markets
• Belief in enhanced overseas growth and profit opportunities
• Desire to reduce costs from economies of scale
• Need to diversify risk
• Recognition of global mobility of customers
• The marketing program for a global brand consists of
• Product formulation
• Package design
• Advertising program
• Pricing schedule
• Distribution plan
• Advantages of Global Marketing Programs
• Economies of Scale in Production and Distribution
• Lower Marketing Costs
• Power and Scope
• Consistency in Brand Image
• Ability to Leverage Good Ideas Quickly and Efficiently
• Uniformity of Marketing Practices
• Disadvantages of Global Marketing Programs
• Differences in Consumer Needs, Wants, and Usage Patterns for Products
• Differences in Consumer Response to Branding Elements
• Differences in Consumer Responses to Marketing Mix Elements
• Differences in Brand and Product Development and the Competitive Environment
• Differences in the Legal Environment
• Differences in Marketing Institutions
• Differences in Administrative Procedures
• Global Brand Strategy
• Global Customer-Based Brand Equity
• Creating brand salience
• Crafting brand image
• Eliciting brand responses
• Cultivating resonance
• Global Brand Positioning
• Because the brand is at an earlier stage of development when going abroad
• Awareness and key points-of-parity need to be established first
• Standardisation and Customisation
• Product Strategy
• Communication Strategy
• Distribution Strategy
• Pricing Strategy
• Developing Vs. Developed Markets
• BRICS (Brazil, Russia, India, China and South Africa)
• Most important developing markets
• They do not yet have the infrastructure, institutions, and other features that characterise more fully developed economies in North America and Western Europe
• The product category itself may not be well developed
• The marketing program must operate at a very fundamental level
• Ten Commandments of Global Branding
1. Understand similarities and differences in the global branding landscape.
2. Don’t take shortcuts in brand building.
3. Establish marketing infrastructure.
4. Embrace integrated marketing communications.
5. Cultivate brand partnerships.
6. Balance standardization and customisation.
7. Balance global and local control.
8. Establish operable guidelines.
9. Implement a global brand equity measurement system.
10. Leverage brand elements.
• Marketers are blending global objectives with local or regional concerns
• Some of the biggest differences in global marketing occur between developed and developing or emerging markets
• In entering a new market of any kind, it is necessary to identify differences in consumer behaviour and adjust the branding program accordingly

Brand positioning and brand identity

• Brand positioning
• Is at the heart of the marketing strategy
• The act of designing the company’s offer and image so that it occupies a distinct and valued place in the target customer’s minds (Kotler, 2006)
• Identifying and establishing brand positioning 
• How the brand is different from these competitors
• How the brand is similar to these competitors
• The nature of competition
• Who the target consumer is
• Target market
• A market is the set of all actual and potential buyers who have sufficient interest in, income for, and access to a product 
• Market segmentation divides the market into distinct groups of homogeneous consumers who have similar needs and consumer behavior, and who thus require similar marketing mixes
• Market segmentation requires making tradeoffs between costs and benefits
• Segmentation bases
• Behavioural
• User status, usage rates, usage occasion, brand loyalty, benefits sought
• Demographic
• Income, age, gender 
• Psychographic
• Values, opinions, and attitudes, activities and lifestyle
• Geographic
• International, regional
•  Criteria for segmentation
• Identifiability: can we easily identify the segment?
• Size: is there adequate sales potential in the segment?
• Accessibility: are specialized distribution outlets and communication media available to reach the segment?
• Responsiveness: how favourably will the segment respond to a tailored marketing program?
• Nature of competition
• Deciding to target a certain type of consumer often defines the nature of competition 
• Competition should not be defined too narrowly; often it occurs at the benefit level rather than the attribute level
• E.g. a luxury good with a strong hedonic benefit like  stereo equipment may compete as much with a vacation as with other durable goods like furniture
• Points-of-Parity (POPs)
• Attributes or benefits that are not necessarily unique to the brand, but may in fact be shared with other brands
• Points-of-Difference (PODs)
• 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
• Brand positioning guidelines
• Two key issues in arriving at the optimal competitive brand positioning are
1. Defining and communicating the competitive frame of reference
• Defining a competitive frame of reference for a brand positioning is to determine category membership
• The preferred approach to positioning is to inform consumers of a brand’s membership before stating its point of difference in relationship to other category members
2. Choosing and establishing points-of-parity (POP) and points-of-difference (POD)
• Desirability criteria (consumer perspective)
• Personally relevant
• Distinctive and superior
• Believable and credible
• Deliverability criteria (firm perspective)
• Feasible 
• Profitable
• Pre-emptive, defensible, and difficult to attack
• Core brand values
• A set of abstract associations (attributes and benefits) that characterized the 5-10 most important aspects or dimensions of a brand
• Such associations can serve as the basis of brand positioning in terms of how they relate to points-of-parity and points-of-difference
• They can be identified through a structured process involving mental maps
• MTV core brand values
• Music
• What’s hot and what’s new
• Credibility
• Expert, trusting, reality
• Personality
• Irreverent, hip, cool
• Accessibility 
• Relevant, for everyone
• Interactivity
• Connected and participatory
• Community
• Shared experience
• Modern
• Hip, cool
• Spontaneity
• Up-to-the-minute, immediate
• Originality
• Genuine, creative
• Fluidity
• Always changing and evolving
• Brand mantra
• An articulation of the “heart and soul” of the brand (also referred to as “brand essence” or “core brand promise”)
• Short three- to five-word phrases that capture the irrefutable essence or spirit of the brand positioning and brand values
• Designing a brand mantra
• The brand function describes the nature of the product or service or the type of experiences or benefits the brand provides 
• The descriptive modifier further clarifies its nature 
• The emotional modifier provides another qualifier—how exactly does the brand provide benefits, and in what way?
• Brand identify
• Brand identity represents the “true self” of the brand
• It is based on the brand’s vision, aim, nature
• It is included in a document (i.e., the brand’s charter)  which defines what must stay and what is free to change

Brand marketing campaign

• Types of brand elements
• Brand names
• Logos and symbols
• Characters 
• Slogans and jingles
• Packaging
• URLs and social media
• Criteria for choosing brand elements
• Memorability 
• Meaningfulness 
• Likability 
• Transferability 
• Adaptability 
• Protectability
• Landor’s brand name taxonomy
• Descriptive
• Describes function literally; generally unregistrable
• Suggestive
• Suggestive of a benefit or function
• Compounds
• Combination of two or more words
• Classical
• Based on Latin, Greek, or Sanskrit
• Arbitrary
• Real words with no obvious tie-in to company
• Fanciful
• Coined words with no obvious meaning
• Brand naming procedure
• Define objectives 
• Generate names 
• Screen initial candidates 
• Study candidate names 
• Research the final candidates 
• Select the final name
• Packaging
• The packaging has several functions: 
• To identify the brand
• To convey descriptive and persuasive information
• To facilitate product transportation and protection
• To assist at-home storage
• To aid product consumption
• It plays a key role in brand recognition, especially in points of sale
• Changing packaging overtime
• Packaging may be upgraded to signal higher price, to more effectively sell products through new or shifting distribution channels
• Packaging redesign may accompany a product innovation to signal changes to the consumer
• Packaging may look out-dated; however, the need to create a more contemporary look must be reconciled with the need to preserve existing packaging equities
• Brand communication options
• Advertising
• Television, Radio, Print, Direct response, Interactive: websites, online ads, Mobile marketing, Place advertising
• Promotions
• Event marketing and sponsorship
• Public relations and publicity
• Personal selling
• Criteria for evaluating brand communication options
• Coverage
• The proportion of the target audience reached by each communication option
• Cost
• The per capita expense
• Contribution
• The collective effect on brand equity
• Commonality
• The extent to which info conveyed by different communication options share meaning
• Complementarity
• The extent to which different associations and linkages are emphasized across communication options
• Versatility
• The extent to which info contained in a communication option works with different types of consumers
• Secondary brand associations
• Secondary brand associations are associations linked to other entities that are transferred to the brand
• They can include: 
• Country of origin and other geographic areas 
• Other brands 
• Characters (through licensing) 
• Celebrity endorsement 
• Events (owned by third parties) 
• Other third-party sources
• Criteria for evaluating secondary associations
• Awareness and knowledge of the entity
• Meaningfulness of the knowledge of the entity
• Transferability of the knowledge of the entity
• Potential problems of celebrity endorsement
• Lack of fit between the celebrity and the brand
• Celebrity endorsers can be overused by endorsing many products that are too varied
• Celebrity endorsers can get in trouble or lose popularity
• Consumers may 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
• Event sponsorship
• Event sponsorship occurs when a company provides an organization with a financial aid and/or in-kind support 
• It 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
• Fields of event sponsorship include sports, art and culture, entertainment, social causes
• Event sponsorship vs. advertising
• It can reach specific targets of consumers
• It can pull down psychological barriers more easily
• It does not convey informative contents 
• It involves a third part between the company and consumers
• It cannot exist alone
• Elements affecting the effectiveness of event sponsorship
• Exclusivity of the sponsorship
• Frequency of the event
• Degree of knowledge of the sponsor and its market prominence
• Congruency/similarity between the event and the sponsor
• Brand benefits
• Greater loyalty
• Less vulnerability to competitive marketing actions and crises
• Larger margins
• More elastic response to price decreases
• More inelastic response to price increases
• Greater trade cooperation and support
• Increased marketing communication efficiency and effectiveness
• Possible licensing opportunities
• More favourable brand extension evaluations
• Brand Awareness
• Depth
• Recall
• Recognition
• Breadth
• Purchase
• Consumption
• Brand Associations
• Strong
• Relevance
• Consistency
• Favourable
• Desirable
• Deliverable
• Unique
• Point-of-parity
• Point-of-difference
• Choosing Brand Elements
• Brand name: Memorability
• Logo: Meaningfulness
• Symbol: Appeal
• Character: Transferability
• Packaging: Adaptability
• Slogan: Protectability
• Developing Marketing Programs
• Product: Tangible and intangible benefits
• Price: Value perceptions
• Distribution channels: Integrate”push” and “pull”
• Communications: Mix and match options
• Leverage of Secondary Associations
• Company
• Country of origin
• Channel of distribution
• Other brands
• Endorsor
• Event
• Awareness
• Meaningfulness
• Transferability

Marketing

• Marketing is a process by which companies create value for customers and build strong  customer relationships in order to capture value from customers in return.
• Marketing is about creating and sharing value
• “The management process of anticipating, identifying and satisfying customer requirements profitably” (CIM, 2001).
• “Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large” (AMA, 2007)
• The marketing process
• Create value for customers and build customer relationships
1. Understand the marketing and customer needs and wants
2. Design a customer value-driven marketing strategy
3. Construct an integrated marketing program that delivers superior value
4. Build profitable relationships and create customer delight
5. Capture value from customers to create profits and customer equity
• Market offerings are some combination of products, services, information, or experiences offered to a market to satisfy a need or want.
• Marketing myopia is focusing only on existing wants and losing sight of underlying consumer needs.
• Marketing management is the art and science of choosing target markets and building profitable relationships with them.
• What customers will we serve?
• How can we best serve these customers?
• The marketing mix is the set of tools (four Ps or 7Ps) the firm uses to implement its marketing strategy. This set includes product, price, promotion, and place.
• An integrated marketing program is a comprehensive plan that communicates and delivers the intended value to chosen customers.
• Customer relationship management is the overall process of building and maintaining profitable customer relationships by delivering superior customer value and satisfaction.
• The Changing Marketing Landscape
• Not-for-profit marketing growth
• Rapid globalization
• Sustainable marketing
• Branding strategy: building strong brands
• Brand equity: the differential effect that knowing the brand name has on customer response to the product or its marketing.
• Brand positioning
• Attributes
• Benefits
• Beliefs and values
• Brands are powerful assets that must be carefully developed and managed. Building strong brands involves many challenging decisions.
• Brand name selection
• Selection
• Protection
1. Suggest benefits and qualities
2. Easy to pronounce, recognise and remember
3. Distinctive
4. Extendable
5. Translatable for the global economy
6. Capable of registration and legal protection
• Brand sponsorship
• Manufacturer's brand
• Private brand
• Licensing
• Co-branding
• Brand development
• Line extensions
• Brand extensions
• Multibrands
• New brands
• What is a product?
• Product is anything that can be offered in a market for attention, acquisition, use or consumption that might satisfy a need or want.
• Service is a product that consists of activities, benefits or satisfaction that is essentially intangible and does not result in the ownership of anything.
• Experiences represent what buying the product or service will do for the customer.
• Consumer products are products and services for personal consumption. They are classified by how they are bought
• Convenience products: newspapers
• Shopping products: cars, furniture
• Specialty products: medical services
• Unsought products: insurance
• Industrial products are products purchased for further processing or for use in conducting a business.
• Classified by the purpose for which the product is purchased
• Materials and parts
• Capital
• Raw materials
• Organisation marketing consists of activities undertaken to create, maintain or change attitudes and behaviour of target consumers toward an organisation.
• Person marketing consists of activities undertaken to create, maintain or change attitudes and behaviour of target consumers toward particular people.
• Place marketing consists of activities undertaken to create, maintain or change attitudes and behaviour of target consumers toward particular places.
• Social marketing is the use of commercial marketing concepts and tools in programs designed to influence individuals’ behaviour to improve their well-being and that of society.
• Product and service decisions
• Product and service attributes communicate and deliver the benefits.
• Quality
• Features
• Style and design
• Product quality level is the level of quality that supports the product’s positioning.
• Product conformance quality is the product’s freedom from defects and consistency in delivering a targeted level of performance.
• Product features are 
• A competitive tool for differentiating a product from competitors’ products.
• Assessed based on the value to the customer versus the cost to the company
• Style describes the appearance of the product.
• Design contributes to a product’s usefulness as well as to its looks.
• Brand is the name, term, sign or design—or a combination of these—that identifies the maker or seller of a product or service.
• Packaging involves designing and producing the container or wrapper for a product.
• Labels identify the product or brand, describe attributes and provide promotion.
• Product support services augment actual products.
• Product line is a group of products that are closely related because they function in a similar manner, are sold to the same customer groups, are marketed through the same types of outlets or fall within given price ranges.
• Product line length is the number of items in the product line.
• Line stretching
• Line filling
• Product mix consists of all the products and items that a particular seller offers for sale.
• Width
• Length
• Depth
• Consistency
• Service marketing
• Governments
• Private not-for-profit organisations
• Business organisations
• In addition to traditional marketing strategies, service firms often require additional strategies.
• Service profit chain
• Internal marketing
• Interactive marketing
• Service profit chain links service firm profits with employee and customer satisfaction.
• This chain consists of five links
• Internal service quality
• Satisfied and productive service employees
• Greater service value
• Satisfied and loyal customers
• Healthy service profits and growth
• Internal marketing means that the service firm must orient and motivate its customer-contact employees and supporting service people to work as a team to provide customer satisfaction.
• Internal marketing must precede external marketing.
• Interactive marketing means that service quality depends heavily on the quality of the buyer–seller interaction during the service encounter.
• Service differentiation
• Service quality
• Service productivity
• Managing service differentiation creates a competitive advantage from the offer, delivery and image of the service.
• Offer can include distinctive features.
• Delivery can include more able and reliable customer contact people, environment or process.
• Image can include symbols and branding.
• Managing service quality provides a competitive advantage by delivering consistently higher quality than its competitors.
• Service quality always varies depending on interactions between employees and customers.
• Managing service productivity refers to the cost side of marketing strategies for service firms
• Employee recruiting, hiring and training strategies.
• Service quantity and quality strategies.

Brand personality and consumer-brand relationships

• The dynamic organization within an individual of those systems that determine his or her characteristic behaviour and thought.
• Aspects of personality 
• Personality traits are stable characteristics
• Personality, or any of its traits, occurs repeatedly or consistently
• The combination of personality traits is unique
• Types of personality
• Extroversion
• The tendency to be outgoing, energetic and sociable
• Openness
• The tendency to enjoy variety, novelty, challenge and intellectual stimulation
• Neuroticism
• The tendency to experience unpleasant emotions
• Agreeableness
• The tendency to be friendly, compassionate and cooperative
• Conscientiousness
• The tendency to show self-discipline and self-control
• Brand personality is defined as “the set of human characteristics associated with a brand” (Aaker 1997)
• In contrast to product-related attributes, which tend to serve a utilitarian function for consumers, brand personality tends to serve a symbolic or self-expressive function (Keller 1993)
• Brand personality can be created through strategies of anthropomorphisation  personification, and creation of a user imagery
• Brand Personality (Aaker 1997)
• Sincerity
• Down-to-earth
• Honest
• Wholesome
• Cheerful
• Excitement
• Daring
• Spirited
• Imaginative
• Up-to-date
• Competence
• Reliable
• Intelligent
• Successful
• Sophistication
• Upper class
• Charming
• Ruggedeness
• Outdoorsy
• Tough 
• Brand Personality (Geuens et al. 2009)
• Responsibility
• Down-to-earth
• Staple
• Responsible
• Activity
• Active
• Dynamic
• Innovative
• Aggressiveness
• Aggressive
• Bold
• Simplicity
• Ordinary
• Simple
• Emotionality
• Romantic
• Sentimental
• Gender dimensions of brand personality
• Masculine BP
• Adventurous 
• Aggressive
• Brave 
• Daring
• Dominant 
• Sturdy  
• Feminine BP (Grohmann 2009)
• Expresses tender feelings 
• Fragile
• Graceful
• Sensitive
• Sweet
• Tender
• Direct sources
• Stereotypical brand user, company employees, CEO, brand endorsers…
• Indirect sources
• Price, shape, distribution, promotion etc.
• Four key themes
• Relationships involve reciprocal exchange between active and interdependent partners
• Relationships are purposive, involving the provision of meanings to the persons who engage them
• Relationships are multiplex phenomena, as they range across several dimensions and take many forms
• Relationship are process phenomena, as they change and develop over time
• Relationships can be distinguished by the nature of the benefits they furnish to participants
• Socio-emotional vs. instrumental provisions
• Relationships can also be distinguished by the types of bonds that join parties together
• They cay be substantially grounded or emotionally based
• Other dominant relationship dimensions include the following
• Kin vs. nonkin
• Formal vs. informal
• Equal vs. unequal
• Friendly vs. hostile
• Types of brand relationship
• Love/passion
• Self-connection
• Commitment
• Interdependence
• Intimacy
• Brand partner quality
• Stress model
• Relationship deterioration and dissolution actively precipitated by salient environmental, partner-oriented, or dyadic interrupts
• Developmental trajectory of the relationship experiences sudden and marked decline in response
• Entropy model
• Relationship deterioration and dissolution resulting from failure to consciously and actively maintain the relationship
• Dissolution trajectory characterised by a subtle and gradual «fading away»
• Brand hate (Zarantonello, Romani, Grappi, & Bagozzi 2016) 
• Active brand hate
• Anger
• Contempt and disgust
• Fear
• Passive brand hate
• Disappointment
• Shame
• Dehumanisation 
• Corporate wrongdoings or Violation of expectations
• Negative WOM
• Consumer complaining
• Consumer protest
• Patronage reduction/cessation
• Taste system 

Brand experience

• Today, customers take functional features and benefits, product quality, and a positive brand image as a given. What they want is products, communications, and marketing campaign that dazzle their senses, touch their hearts, and stimulate their minds. They want products, communications, and campaigns that they can relate to and that they can incorporate into their lifestyles. They want products, communications, and marketing campaigns to deliver an experience. (Schmitt 1999, p. 22)
• Brand = ID
• Brands as identifiers
• Brand names, logos, and slogans
• Awareness and image
• Brand = EX
• Brands as experience providers
• Names, logos, slogans, events, and other touchpoints
• Sensory, affective, creative relations, and lifestyles with the brand
• Subjective, internal consumer responses (sensations, feelings, and cognitions) and behavioral responses evoked by brand-related stimuli that are part of a brand’s design and identity, communications, and environments (Brakus, Schmitt, & Zarantonello 2009, p. 53)
• Brand experience has an impact on bottom line
• Brand experience has become important because of changing context
• Brand experience has a positive impact on loyalty
• There are three ways to deliver brand experience through: product, communications, environment
• The roots of experiential marketing
• Economic changes
• Socio-cultural changes
• Changes in consumption and consumers
• The entire history of economic progress can be recapitulated in the four-stage evolution of the birthday cake. As a vestige of the agrarian economy, mothers made birthday cakes from scratch [...]. As the goods-based industrial economy advanced, moms paid a dollar or two [...] for pre-mixed ingredients. Later, when the service economy took hold, busy parents ordered cakes from the bakery or grocery store [...]. Now,  parents [...] spend $100 or more to [...] Chuck E. Cheese’s, the Discovery Zone, the Mining Company, or some other business that stages a memorable event for the kids [...]. Welcome to the emerging experience economy (Pine and Gilmore 1998, p. 97)
• Key trends in postmodern consumption
• Individualism
• Hedonism 
• Polisensualism
• Eclecticism
• Tribalism

Corporate branding

• Corporate Branding is when a company promotes themselves as a brand holistically by using a single umbrella image, style, or identity which casts one glow over a range of products.
• Brands need to ensure they communicate clarity in relation to
• Their place in the world
• Why they exist 
• Who they serve
• How they are uniquely equipped to make an impact
• In other words, a brand must know their purpose and make it clear to the world.
• So what makes a corporate brand successful? 
• Hatch & Schultz Branding Toolkit : The Vision, Culture and Image Alignment Model
• When you examine a successful corporate brand, behind that brand you will find:
• coherence between what the company ’s top managers want to accomplish in the future (their strategic vision), 
• what has always been known or believed by company employees (lodged in its culture), 
• what its external stakeholders expect or desire from the company (their images of it).
• Corporate brands must know
• Who is your target audience?
• What is your brand story?
• What is your brand promise?
• Simon Sinek’s Golden Circle
• Simon Sinek says “People don’t buy what you do, they buy why you do it”
• Corporate Social Responsibility (CSR)
• “Movement aimed at encouraging companies to be more aware of the impact of their business on the rest of society, including their own stakeholders and the environment.
• Corporate social responsibility (CSR) is a business approach that contributes to sustainable development by delivering economic, social and environmental benefits for all stakeholders.”
• ‘Conceptualization of CSR included the idea that the corporation has not only economic and legal obligations, but ethical and discretionary (philanthropic) responsibilities as well’ (Carroll 1979).
• In 2018, CSR must be authentic and true to who you are.
• Benefits who
• Stakeholder map
• For what aim
• Align with vision and mission
• Why should companies do it or care
• Point of differentiation
• Socially responsible consumers
• “It is suggested here that four kinds of social responsibilities constitute total CSR: economic, legal, ethical, and philanthropic. 
• To be sure, all of these kinds of responsibilities have always existed to some extent, but it has only been in recent years that ethical and philanthropic functions have taken a significant place.” (Carroll 1991)
• Today we add environmental/ sustainability functions to this pyramid!
• Evaluating CSR opportunities from a stakeholder impact view
• Who are our stakeholders?
• What are their stakes?
• What opportunities and challenges are presented by our stakeholders?
• What corporate social responsibilities (economic, legal, ethical, and philanthropic) do we have to our stakeholders?
• What strategies, actions, or decisions should we take to best deal with these responsibilities?
• Problems associated with getting CSR right today
• According to McKinsey, true CSR is not easy to achieve 
• Most CSR programmes are activity driven and impact either society e.g. supporting a charity or business e.g. ‘greening’ PR
• Whereas partnerships tend to provide maximum benefit to both society and the business e.g. Unilever and Shakti
• Successful CSR partnership example in India
• Hindustan Unilever (HUL) partnered with three self-help groups, whose members were appointed as Shakti entrepreneurs in chosen villages. 
• These entrepreneurs were women, since a key aim for the partnership was to help the rural female population develop independence and self-esteem. 
• The entrepreneurs received extensive training and borrowed money from their self-help groups to purchase HUL products, which they then sold in their villages. 
• By 2008, Shakti provided employment for 42,000 women entrepreneurs covering nearly 130,000 villages and 3 million households every month.

Brand strategy

• The branding strategy or brand architecture for a firm reflects the number and nature of common or distinctive brand elements applied to the different products sold by the firm
• It involves deciding which brand elements can be applied to which products and the nature of new and existing brand elements to be applied to new products
• Clarify brand awareness 
• Improve consumer understanding and communicate similarity and differences between individual products 
• Motivate brand image 
• Maximise transfer of equity to/from the brand to individual products to improve trial and repeat purchase 
• Definition of consumer-based brand equity (CBBE)
• “The differential effect that brand knowledge has on consumer response to the marketing of that brand.” Keller et al (2012) 
• Brand-product matrix
• Brand-product relationships
• Brand line: all products sold under a particular brand
• Breadth of a branding strategy: # and nature of products linked to the brands sold by a company
• Brand-product relationships
• Brand line: all products sold under a particular brand
• Breadth of a branding strategy: # and nature of products linked to the brands sold by a company
• Key definitions
• Product line
• A group pf 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 line
• All products sold under a particular brand
• Brand mix (brand assortment)
• The set of all brand lines that a particular seller makes available to buyers
• Breadth of brand strategy
• Concerns the number and nature of products linked to the brands sold by a company
• Breadth of product mix
• Aggregate market factors
• Category factors
• Environmental factors 
• Depth of product mix
• Clear understanding of the market
• Cost interdependencies of products
• Depth of brand strategy
• Concerns the number and nature of brands marketed in the product class sold
• Main principles
• Maximise market coverage
• Minimise brand overlap
• Brand roles
• Flankers
• Brands that create stronger points of parity with competitors’ brands so that flagship brands can retain their desired positioning 
• Cash cows
• Brands that hold on customers and maintain their profitability with little marketing support
• Low-end entry level brand 
• Low-priced brands that are aimed at attracting new customers
• High-end entry level brand 
• High-priced brands that are aimed at adding prestige and credibility to the entire portfolio
• Brand hierarchy
• Brand hierarchy is 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
• It is a useful means of graphically portraying a firm’s branding strategy
• Levels of brand hierarchy
• Corporate brand
• It indicates the name of the company (Colgate-Palmolive)
• Family name
• It is used in more than one product category  (Colgate)
• Individual brand
• It is used in one product category for several products (Colgate Total)
• Modifier 
• It is a means of designating a specific model/version of the product (Whitening)
• Brand hierarchy decisions
• Principle of simplicity
• Employ as few level as possible 
• Principle of relevance
• Create associations that are relevant across as many products as possible 
• Principle of differentiation 
• Differentiate between single products and brands
• Principle of prominence
• Define the relevance and visibility of brand elements
• Principle of commonality
• Establish connections between similar products through same brand elements
• Brand equity at the corporate level: building corporate image
• 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
• Corporate brand campaign 
• Different objectives are possible:
• Build awareness of the company and the nature of its business
• Create favorable attitudes and perceptions of company credibility
• Link beliefs that can be leveraged by product-specific marketing
• Make a favorable impression on the financial community
• Motivate present employees and attract better recruits
• Influence public opinion on issues
• Brand relationship spectrum
• Brand relationship spectrum
• Branded House
• The master brand has a dominant driver role
• Sub-brands 
• The master brand shares the driver role with sub-brands
• Endorsed brands
• The master brand has an endorser role and plays a minor driver role
• House of Brands
• Every brand has its own driver role
• Which strategy
• Toward a Branded House
• Does the master brand contribute to the offering by adding:
• Associations enhancing the value proposition?
• Credibility with organizational associations?
• Visibility?
• Communication efficiencies? 
• Will the master brand be strengthen by associating with the new offering?
• Toward a House of Brands
• Is there a compelling need for a separate brand because it will:
• Create and own an association?
• Represent a new, different offering?
• Avoid an associations?
• Retain/capture customer/brand bond?
• Deal with channel conflict?
• Will the business support a new brand name?
• Cause marketing
• 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 organisational and individual objectives
• Green marketing
• A special case of cause marketing that is particularly concerned with the environment
• Explosion of environmentally friendly products and marketing programs

Brand extensions

• When a firm uses an established brand name to introduce a new product
• The parent brand is the brand that gives birth to a brand extension
• The sub-brand is the new brand resulting from the extension
• Brand extension classification
• Line extension: using a sub-brand to target a new market segment within the same product category
• Category extension: using the parent brand in a different product category
• Tauber’s strategies for category extension 
1. Introduce the same product in a different form
2. Introduce products that contain the brand’s distinctive taste, ingredient, or component
3. Introduce companion products for the brand
4. Introduce products relevant to the customer franchise of the brand 
5. Introduce products that capitalize on the firm’s perceived expertise 
6. Introduce products that reflect the brand’s distinctive benefit, attribute, or feature
7. Introduce products that capitalise on the distinctive image or prestige of the brand
• The brand extension management process
• Brand knowledge
• Brand awareness of the parent brand
• What is its depth?
• What is its breadth?
• Brand associations of the parent brand 
• Focus: attributes/benefits/values?
• Their strength/favourability/uniqueness?
• Perceptual fit
• The degree of similarity between the parent brand and the extension 
• It can occur at the level of product category (category fit) or brand associations (brand fit)
• Product-feature similarity vs. brand concept consistency 
• Function-oriented brands vs. prestige-oriented brands
• Benefit transfer
• The process through which the benefits associated to the parent brand are transferred to the extension brand
• Are these benefits transferable?
• Competitive leverage
• It refers to the ability of the extension brand to be perceived as relevant and differentiating in the new category
• Can the extension brand achieve points of parity and points of difference?
• Can the extension brand achieve a competitive advantage?
• Steps in introducing brand extensions successfully
1. Define actual and desired consumer knowledge about the brand (e.g., create a mental map and identify sources of equity)
2. Identify possible extension candidates on basis of parent brand associations and overall similarity or fit of extension to the parent brand
3. Evaluate the potential of the extension candidate to create equity according to the three-factor model
1. Salience of parent brand associations
2. Favorability of inferred extension associations
3. Uniqueness of inferred extension associations
4. Evaluate extension candidate feedback effects according to the four-factor model:
1. How compelling the extension evidence is
2. How relevant the extension evidence is
3. How consistent the extension evidence is
4. How strong the extension evidence is
5. Consider possible competitive advantages as perceived by consumers and possible reactions initiated by consumers
6. Design marketing campaign to launch extension
7. Evaluate extension success and effects on parent brand equity
• Advantages of extensions
• Facilitate new product acceptance
• Improve brand image
• Reduce risk perceived by customers
• Increase the probability of gaining distribution and trial
• Increase efficiency of promotional expenditures
• Reduce costs of introductory and follow-up marketing programs
• Avoid cost of developing a new brand
• Allow for packaging and labeling efficiencies
• Permit consumer variety seeking
• Provide feedback benefits to parent brand
• Clarify brand meaning
• Enhance the parent brand image
• Bring new customers into brand franchise and increase market coverage
• Revitalize the brand
• Permit subsequent extensions
• Disadvantages of extensions
• Can confuse or frustrate consumers
• Can encounter retailer resistance
• Can fail and hurt parent brand image
• Can succeed but cannibalize sales of parent brand
• Can succeed but diminish identification with any one category
• Can succeed but hurt the image of the parent brand
• Can dilute brand meaning
• Can cause the company to forgo the chance to develop a new brand
• Brand extensions guidelines based on academic research
• Brand extensions are successful when the parent brand is seen as having favorable associations and there is a perception of fit between the parent and the extension
• There are many bases for fit: product-related attributes ad benefits as well as non-product-related attributes and benefits related to common usage or user type
• Depending on consumer knowledge of the product categories, perception of fit may be based on technical or manufacturing commonalities or more surface considerations such as necessary or situation complementarity  
• High-quality brands stretch further that average-quality brands, although both types have boundaries 
• A brand that is seen as prototypical of a product category can be difficult to extend outside the category 
• Concrete attribute associations tend to be more difficult to extend than abstract benefit associations
• Consumers may transfer associations that are positive in the original product class but become negative in the extension context
• Consumers may infer negative associations about an extension, perhaps even based on the inferred positive associations
• It can be difficult to extend into a product class that is seen as easy to make
• A successful extension can not only contribute to the parent brand image but also enable a brand to be extended even more
• An unsuccessful extension hurts the parent brand only when there is a strong basis of fit between the two
• An unsuccessful extension does not prevent a firm from backtracking and introducing a more similar extension
• Vertical extension can be difficult and often require sub-branding strategies
• The most effective advertising strategy for an extension is one that emphasises information about the extension