Group 5 - Marketing Management - Chapters 9-11 - Final

GROUP 3
CHAPTER 9:
CREATING BRAND
EQUITY
Reporters: Ivy and Mia
What do we have to know?

1.
2.
3.
4.
What is brand and how does branding

work?
What is brand equity?
How is brand equity built, measured and
managed?
What are the important decisions in
developing a branding strategy?
Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall
Slide 3 of 31
Slide 4 of 31
What is brand?
Brand is a name, term, sign, symbol, or

design or combination of then, intended
to identify the goods or services of one
seller or group of sellers and to
differentiate them from those of
competitors.
Slide 5 of 31
How does branding work?
Branding is endowing products

services with the power of a brand.
It creates mental structures that help

consumers organize their knowledge
about products and services in a way
that clarifies their decision making and,
in the process, provides value to the
chain.
and
Slide 6 of 31
What is Brand Equity?
Brand equity is the added value endowed

on products and services.
It may be reflected in the way consumers

think, feel and act with respect to the
brand, as well as in the prices, market
share
and
profitability
the
brand
commands for the firm.
Slide 7 of 31
Slide 8 of 31
Like playing basketball, managing a brand

involves strategies
Step 1. Identify and establish
Step 3. Measure and interpret
Brand Positioning
Brand Performance
Step 2. Plan and implement
Step 4. Grow and sustain
Brand Marketing
Brand Value
Slide 9 of 31
What can branding do to your

business?
Identifies the
maker &
signifies quality
Creates barriers to entry and offers

protection
Serves as competitive advantage Secures price premium
Slide 10 of 31
What STRONG brands do
Improved perceptions of product performance

Greater Loyalty
Slide 11 of 31
Large Margins
Slide 12 of 31
Less vulnerability to competitive marketing actions

More inelastic consumer response
Increased marketing communications effectiveness
Slide 13 of 31
Develop your brands

identity.
Aaker Model
Slide 14 of 31
Develop your brands

identity by:
Aaker Model
Slide 15 of 31
Develop your brands

identity by:
Extended
Identity:
Dove Men +
Care
Aaker Model
Slide 16 of 31
Develop your brands

identity by:
Extended
Identity:
Dove Men +
Care
Core
Identity:
Beautiful
Skin
Aaker Model
Slide 17 of 31
Steps in Building Relationship with

a Brand
Strong relationship
High share of category
expenditure
Weak relationship/
Low share of category
expenditure
Brand Dynamics Pyramid

Slide 18 of 31
Steps in Building Relationship with a

Brand
Do I know about it?
Presence
Presence
Slide 19 of 31

Brand
Does it offer me something?
Relevance
Presence
Slide 20 of 31

Brand
Bonding
Can it deliver?
Advantage
Performance
Relevance
Presence
Slide 21 of 31

Brand
Bonding
Does it offer
something better
than others?
Advantage
Performance
Relevance
Presence
Slide 22 of 31

Brand
Bonding
Advantage
Nothing else
beats it!
Performance
Relevance
Presence
Slide 23 of 31
What drives brand equity?
Brand Elements
Slide 24 of 31
Marketing Activities
Slide 25 of 31
Meaning Transference
Mirrors your brand
Slide 26 of 31
Designing Holistic Marketing Activities
Personalize
Integrate
Internalize
Slide 27 of 31
Slide 28 of 31
Managing Brand Equity

Brand
Brand
Reinforcement
Reinforcement
meaning
meaning of
of the
the brand
brand
Brand
Brand Revitalizationretain
Revitalizationretain
same
same or
or create
create new
new positioning
positioning
Brand
Brand Crises
Crises
Slide 29 of 31
Brand Reinforcement
As a companys major enduring asset, a brand needs
to be carefully managed so its value wont
depreciate.
Marketers can reinforce brand equity by consistently
conveying the brands meaning in terms of
(1) what products it represents , what core benefits it
supplies , and what needs it satisfies
(2) How the brand makes products superior, and which
strong, favorable, and unique brand associations
should exist un consumers mind.
Important part of reinforcing brands is providing
consistent marketing support.
Slide 30 of 31
Brand Revitalization
Any new development in the marketing
environment can affect a brands fortunes.
The first thing to do in revitalizing is to
understand what the sources of brand equity
were to begin with. Then decide whether to
retain the same positioning or create a new
one.
back to basis strategy: sometimes the
actual marketing program is the source of
the problem.
Slide 31 of 31
Interbrands Steps in Calculating

Brand Equity
Market segmentationdivide into mutually

exclusive segments
Financial analysisearnings attributed to the
intangible assets of the business
Role of brandingdegree that the brand
directly influences drivers of demand
Brand strengthlikelihood that the brand will
realize forecast earnings
Brand value calculationnet present value of
the forecast brand earnings; discounted by the
brand discount rate
Slide 32 of 31
Devising a Branding Strategy

Develop
Develop new
new brand
brand
elements
elements
Apply
Apply existing
existing brand
brand
elements
elements
Use
Use aa combination
combination of
of old
old and
and
new
new
Slide 33 of 31
Branding Terms
Brand lineall products

Brand mixset of all brand lines made
available to buyers
Slide 34 of 31
Brand extensionestablished brand used to

introduce a new brand (Hershey Kisses)
Slide 35 of 31
Sub-brandcombine a new brand with an

existing brand (American Express Blue
Cards)
Slide 36 of 31
Parent brandexisting brand that give birth

to a brand extension or sub-brand
Slide 37 of 31
Family brandparent brand that is associated with

multiple products through extensions (Kraft)
Slide 38 of 31
Line extensionparent brand covers a new

product within a product category it
currently serves (Dannon yogurt
introduced new favors)
Slide 39 of 31
Branded variantsspecific brand lines supplied

to specific retailers or distribution channels (low
and high end cameras)
Slide 40 of 31
Licensed productbrand names that had been

licensed to other manufacturers to make the
product (franchises)
Slide 41 of 31
Brand dilutionoccurs when consumers no longer

associate a brand with a specific product or highly
similar products and start thinking less of the brand
Slide 42 of 31
Brand portfolioset of all brands and brand lines a

particular firm offers for sale in a particular category or
market segment
Apple
iMac
iPod
MacBook
iPhone
eMac
MacBook Pro
iPod Touch
iMac
Mac mini
iPod nano
Apple TV
iPod Classic
iPod shuffle
Slide 43 of 31
Brand Naming
Individual
Individual names
names (e.g.,
(e.g.,
General
General MillsBisquick,
MillsBisquick, Gold
Gold
Meal
Meal Flour)
Flour)
Blanket
Blanket family
family names
names
(e.g.,
(e.g., Heinz,
Heinz, General
General
Electric)
Electric)
Separate
Separate family
family names
names
(e.g.,
(e.g., Sears
Sears uses
uses Kenmore,
Kenmore,
Craftsman)
Craftsman)
Corporate
Corporate name
name combined
combined
with
with individual
individual product
product names
names
(e.g.,
(e.g., Kelloggs
Kelloggs Rice
Rice Krispies,
Krispies,
Raisin
Raisin Brain)
Brain)
Slide 44 of 31
Reasons for Brand Portfolios
Increasing shelf presence and retailer

dependence in the store
Attracting consumers seeking variety
Increasing internal competition within
the firm
Yielding economies of scale in
advertising, sales, merchandising, and
distribution
Slide 45 of 31
Brand Roles in a Brand

Portfolio
Flankersfighter brand (e.g.,

Protector and Gamble markets Luvs
diapers in a way that flanks Pampers
(flagship)
Slide 46 of 31

Portfolio
Cash cowscapitalizing on existing
brand equity (e.g., Gillette still sells
older Trac II, even though market newer
Mach III and Fusion brands of razors)
Slide 47 of 31

Portfolio
Low-end, entry-leveltraffic
builders (e.g., BMW 3-series
automobiles to bring in new customers
to the franchise)
Slide 48 of 31

Portfolio
High-end prestigeadd prestige and

credibility to the entire portfolio (e.g.,
Corvette sport cars help improve the
image of other Chevrolet cars)
Slide 49 of 31
Slide 50 of 31
CHAPTER 10:
CRAFTING THE BRAND
POSITIONING
Reporter: Mabeth
What is Positioning?
Positioning is the act of designing the
companys offering and image to occupy
a distinctive place in the mind of the
target market.
Slide 52 of 31
Value Propositions
The result of positioning is the successful
creation of a customer-focused value
proposition.
-
Slide 53 of 31
Competitive Frame of
Reference
defines which other brands a brand

competes with and therefore which
brands should be the focus of
competitive analysis.
Slide 54 of 31
Analyzing Competitors
1. Analyze each competitors real and
perceived strengths and weaknesses.
What is each competitor seeking in
the marketplace?
What drives each competitors
behavior?
Slide 58 of 31
Defining Associations
Points-of-difference Points-of-parity
(PODs)
(POPs)
Attributes or
Associations that
benefits consumers
are not
strongly associate
necessarily
with a brand,
unique to the
positively evaluate,
and believe they
brand but may
could not find to the
be shared with
same extent with a
other brands
competitive brand
Slide 59 of 31
POD Criteria
Desirable
Desirable to
to consumer
consumer
Deliverable
Deliverable by
by the
the
company
company
Differentiating
Differentiating from
from
competitors
competitors
Slide 60 of 31
Slide 61 of 31
Designing Brand Mantra

1.
2.
3.
Communicate
Simplify
Inspire
Slide 62 of 31
Establishing Brand
Positioning
Communicating category Membership
3 steps:
a. Announcing category benefits.
b. Comparing to exemplars.
c. Relying on the product descriptor.
2. Communicating POPs and PODs
- Brand attributes or benefits that make up
the points-of-parity and points-ofdifference are negatively correlated.
1.
Slide 63 of 31
Differentiation Strategies
Product / Service
Personnel
Channel
Image
Slide 64 of 31
Emotional Branding
- brand positioning should have both
rational and emotional components.
Mystery
Sensuality
Intimacy
Slide 65 of 31
Variables in analyzing potential

threats
1. Share of marketThe competitors share
of the target market.
2. Share of mindThe percentage of

customers who named the competitor in
responding to the statement,Name the first
company that comes to mind in this industry.
3. Share of heartThe percentage of

responding to the statement,Name the company
from which you would prefer to buy the product.
Slide 66 of 31
Alternative Approaches to
Positioning
1.
2.
3.
Brand Narrative and Story Telling

Brand Journalism
Cultural Branding
Slide 67 of 31
5 Elements of Narrative
Branding
1.
2.
3.
4.
5.
The brand story in terms of words and

metaphors.
The consumers journey in terms of brand
engagement for a period of time.
visual language or expression of the brand
The manner in which how the narrative is
expressed.
The role/ relationships the brand plays in
the lives of consumers.
Slide 68 of 31
Elements of Brand Story

Telling
1.
2.
3.
4.
Setting
Cast
Narrative arc
language
Slide 69 of 31
Brand Journalism
defined as using the credibility and

influence of news to tell a corporate story
in order to achieve competitive
differentiation.
Cultural Branding
is a companyculturein which employees

"live" tobrand values, to solve problems
and make decisions internally, and deliver
a brandedcustomer experience externally.
Slide 70 of 31
Positioning and Branding a Small

Business
Branding Guidelines:
1. Creatively conduct low-cost marketing
research.
2. Focus on building one or two strong
brands based on one or two key
associations.
3. Employ a well-integrated set of brand
elements.
4. Create buzz and a loyal brand community.
5. Leverage as many secondary associations
as possible.
Slide 71 of 31
Slide 72 of 31
CHAPTER 10:
CRAFTING THE BRAND
POSITIONING
Reporter: Mabeth
What is Positioning?
Positioning is the act of designing the
companys offering and image to occupy
a distinctive place in the mind of the
target market.
Slide 74 of 31
Value Propositions
-The result of positioning is the successful
creation of a customer-focused value
proposition.
3 Requirements in Positioning:
1.Determining the frame of references
2.Identifying Points of Parity and Points of
Difference
3. Creating a Brand Mantra
Slide 75 of 31
Competitive Frame of
Reference
defines which other brands a brand

competes with and therefore which
brands should be the focus of
competitive analysis.
Slide 76 of 31
Analyzing Competitors
1. Analyze each competitors real and
perceived strengths and weaknesses.
What is each competitor seeking in
the marketplace?
What drives each competitors
behavior?
Slide 79 of 31
Defining Associations
Points-of-difference Points-of-parity
(PODs)
(POPs)
Attributes or
Associations that
benefits consumers
are not
strongly associate
necessarily
with a brand,
unique to the
positively evaluate,
and believe they
brand but may
could not find to the
be shared with
same extent with a
other brands
competitive brand
Slide 80 of 31
POD Criteria
Desirable
Desirable to
to consumer
consumer
Deliverable
Deliverable by
by the
the
company
company
Differentiating
Differentiating from
from
competitors
competitors
Slide 81 of 31
Slide 82 of 31
Designing Brand Mantra

1.
Communicate
2. Simplify
3. Inspire
Slide 83 of 31
Establishing Brand
Positioning
Communicating category Membership
3 steps:
a. Announcing category benefits.
b. Comparing to exemplars.
c. Relying on the product descriptor.
2. Communicating POPs and PODs
- Brand attributes or benefits that make up
the points-of-parity and points-ofdifference are negatively correlated.
1.
Slide 84 of 31
Differentiation Strategies
Product / Service
Personnel
Channel
Image
Slide 85 of 31
Emotional Branding
- brand positioning should have both
rational and emotional components.
Mystery
Sensuality
Intimacy
Slide 86 of 31
Variables in analyzing potential

threats
1. Share of marketThe competitors share
of the target market.
2. Share of mindThe percentage of

responding to the statement,Name the first
company that comes to mind in this industry.
3. Share of heartThe percentage of

responding to the statement,Name the company
from which you would prefer to buy the product.
Slide 87 of 31
Alternative Approaches to
Positioning
1.
2.
3.
Brand Narrative and Story Telling

Brand Journalism
Cultural Branding
Slide 88 of 31
5 Elements of Narrative
Branding
1.
2.
3.
4.
5.
The brand story in terms of words and

metaphors.
The consumers journey in terms of brand
engagement for a period of time.
visual language or expression of the brand
The manner in which how the narrative is
expressed.
The role/ relationships the brand plays in
the lives of consumers.
Slide 89 of 31
Elements of Brand Story

Telling
1.
2.
3.
4.
Setting
Cast
Narrative arc
language
Slide 90 of 31
Brand Journalism
Slide 91 of 31
Positioning and Branding a

Small Business
Branding Guidelines:
1. Creatively conduct low-cost marketing
research.
2. Focus on building one or two strong
brands based on one or two key
associations.
3. Employ a well-integrated set of brand
elements.
4. Create buzz and a loyal brand community.
5. Leverage as many secondary associations
as possible.
Slide 92 of 31
CHAPTER 11
Reporters: Cheney and Kamili
Competitive Dynamics
Slide 94 of 31
Results from a series of competitive

responses among firm competing with in
a particular industry
Slide 95 of 31
A firms
strategic
conduct is
dynamic in
nature
Action taken by one

firm elicit
responses from
competitors
COMPETITIVE
DYNAMICS
Actions and
responses
shape the
competition
position of
each firms
business
level
Competitive
responses lead to
additional actions
from the firms
that acted
originally
Slide 96 of 31
PEPSI CO.
COCA COLA
Slide 97 of 31
Having a competitive advantage is

necessary for a firm to compete in the
market
But what is more important is whether
the competitive advantage is sustainable
A firm must identify its position relative
to the competition in the market
By knowing if it is a leader, challenger,
follower or nicher, it can adopt
appropriate strategies to compete
Slide 98 of 31
Hypothetical Market
Structure
10%
20%
Market Market
Nichers Follower
30%
Market
Challenger
40%
Market
Leader
Slide 99 of 31
Market Leader
The firm with the largest
market share in an industry
Slide 100 of 31
Strategies for Market

Leaders
To stay number one firm uses following
strategies
1.Expand the total market demand
2.Protect market share
3.Increase market share
Slide 101 of 31
Expand MARKET DEMAND

by
Finding new customer
More usage
Slide 102 of 31
Expand MARKET
DEMAND by
Additional opportunities to use the

brand
New ways to use the brand
Slide 103 of 31
Protect marketing shares

The most constructive response is continuous
innovation
The front-runner should lead the industry in
developing new
products and customer services, distribution
effectiveness,
and cost cutting.
Comprehensive solutions increase its competitive

strength
and value to customers.
Slide 104 of 31
PROACTIVE MARKETING
responsive marketing
nticipative marketing
creative marketing.
Slide 105 of 31
Defense Strategy
A market leader should generally adopt

a defense strategy
Six commonly used defense strategies
Position Defense
Mobile Defense
Flanking Defense
Contraction Defense
Pre-emptive Defense
Counter-Offensive Defense
Slide 106 of 31
Six Types of Defense

Strategies
Slide 107 of 31
Defensive marketing
1. Position Defense
Mercedes was using a position defense

strategy until Toyota launched a frontal
attack with its Lexus.
Slide 108 of 31
Defensive marketing
2.
Mobile Defense
Legend Holdings, the top China PC maker
Legend has announced a joint venture with
AOL to broaden its business to provide
Internet services in the mainland
Slide 109 of 31
Defensive marketing
3.
Flanking Defense
Secondary markets (flanks) are the weaker
areas and prone to being attacked
Pay attention to the flanks
Slide 110 of 31
Defensive marketing
4. Contraction Defense
By planned contraction or strategic

withdrawal
e.g. Indias TATA Group sold its

soaps
and detergents
business units to Unilever
in
1993
Slide 111 of 31
Defensive marketing
5.Pre-emptive Defense
Detect potential attacks and attack the

enemies first
Let it be known how it will retaliate
Product or brand proliferation is a form of
pre-emptive defense e.g. Seiko has over
2,000 models
Slide 112 of 31
Defensive marketing
6.Counter-Offensive Defense
Responding to competitors head-on attack

by identifying the attackers weakness and
then launch a counter attack
e.g. Toyota launched the Lexus to respond
to Mercedes attack
Slide 113 of 31
Increased Market Share
Slide 114 of 31
Optimal Market Share
Figure 11.7
Slide 115 of 31
Factors in Pursuing Increased

Market Share
Possibility of provoking antitrust
action
Economic cost
The danger of pursuing the wrong
marketing activities.
The effect of increased market share
on actual and perceived quality
Slide 116 of 31
Other competitive
Strategies
Slide 117 of 31
Market Challenger
Strategies
The market challengers strategic
objective is to gain market share and to
become the leader eventually
How?
By attacking the market leader
By attacking other firms of the same size
By attacking smaller firms
Slide 118 of 31
Market Challenger
Strategies
Types of Attack Strategies
Frontal attack
Flank attack
Encirclement attack
Bypass attack
Guerrilla attack
Slide 119 of 31
Frontal Attack
Seldom work unless
The challenger has sufficient fire-power (a

3:1 advantage) and staying power, and
The challenger has clear distinctive
advantage(s)
e.g. Japanese and Korean firms launched

frontal attacks in various countries
through quality, price and low cost
Slide 120 of 31
Flank attack
Attack the enemy at its weak points or

blind spots i.e. its flanks
Ideal for challenger who does not have
sufficient resources
e.g. In the 1990s, Yaohan attacked
Mitsukoshi and Seibus flanks by opening
numerous stores in overseas markets
Slide 121 of 31
Encirclement attack
Attack the enemy at many fronts at the

same time
Ideal for challenger having superior
resources
e.g. Seiko attacked on fashion, features,
user preferences and anything that
might interest the consumer
Slide 122 of 31
Bypass attack
By diversifying into unrelated products

or markets neglected by the leader
Could overtake the leader by using new
technologies
e.g. Pepsi use a bypass attack strategy
against Coke
Slide 123 of 31
Pepsi buys Gatorade in a

Bypass Strategy
Slide 124 of 31
Guerrilla attack
By launching small, intermittent hit-andrun attacks to harass and destabilize the

leader
Usually use to precede a stronger attack
e.g. airlines use short promotions to
attack the national carriers especially
when passenger loads in certain routes
are low
Slide 125 of 31
Specific Attack
Strategies
Price discounts
Lower-priced goods
Value-priced goods
Product innovation
Copyright 2009
Pearson
Education,
Copyright
2012 PearsonInc.
Education, Inc. Publishing as Prentice Hall
Improved
services
Distribution
innovation
Manufacturingcost reduction
Intensive
advertising
promotion
Slide 126 of 31
Market Follower
Strategies
Slide 127 of 31
Market Nicher Strategies
Slide 128 of 31
Niche Specialist Roles
Product-Line
End-User Specialist
Specialist
Vertical-Level Specialist
Job-Shop
Customer-Size Specialist
Specialist
Specific-Customer Specialist
Quality-Price
Geographic Specialist
Specialist
Service-Specialist
Channel
Specialist
Slide 129 of 31
Slide 130 of 31
Product Life Cycle

Strategies
Slide 131 of 31
Product Life-Cycle Strategies
Products have a
limited life
Sales pass through
stages
Profits rise, then
fall
Different strategies
needed
Slide 132 of 31
e
r
u
g
Fi 1.4
1
Sales and Profit Life Cycles
Slide 133 of 31
e
r
u
g
Fi 1.5
1 Common Product Life-Cycle
Patterns
Slide 134 of 31
e
r
u
g
Fi 1.6 Style, Fashion, and Fad Life Cycles
1
Slide 135 of 31
Product Life-Cycle Stages
Introduct
ion
Slide 136 of 31
PLC: Introduction Stage

Slow sales growth, negative
profits
Marketing
Strategies:
Speed to
Market
1.Create awareness
2.Induce product trial
3.Secure retail
distribution.
Which is more profitable over

5 years?
6 months late, but on budget?
On time, but 50% over
Slide 137 of 31
Order of Market Entry

Pioneer
Advantage
First Mover
Advantage
Brand name association
Define product class
Customer inertia
Producer advantages
Inventor
Product
pioneer
Market
pioneer
Imitator
Advantage
Slide 138 of 31
e
r
u
g
Fi 1.7
1
Long-Range Product Market Expansion

Strategy
Slide 139 of 31
PLC: Growth Stage

Rapid sales growth; New
competitors
Marketing Strategies
1.Improve product quality; add new features
2.Add new models and flanker products
3.Enter new market segments
4.Focus advertising on preferences
5.Increase distribution coverage
6.Lower price; Attract price-sensitive buyers
Slide 140 of 31
PLC: Maturity Stage

Growth slows; Weak
competitors exit
Marketing Objectives
1.Maximize profit
2.Defend market share
Slide 141 of 31
PLC: Decline Stage

Slow sales growth, negative
profits
Product Options
1. Rejuvenate
2. Harvest
3. Divest
Slide 142 of 31
b
a
T
le
2
.
11
Characteristics of the PLC

Introducti
on
Growth
Maturity
Decline
CHARACTERISTI
CS
Sales
Low
Rapidly
rising
Peak
Declining
Costs/customer
High
Average
Low
Low
Profits
Negative
Rising
High
Declining
Customers
Innovators
Early
Adopters
Middle
majority
Laggards
Competitors
Few
Increasing
Stable
number
Declining
Slide 143 of 31
e
l
b
a
T
2
.
11
PLC Objectives and Strategies
Introducti
on
Growth
Maturity
Decline
Awareness
and trial
Maximize
market share
Maximize
profits;
Defend share
Milk the
brand
Product
Basic
Extend;
Service,
warranty
Diversify
brands and
models
Phase out
the weak
Price
Charge
cost-plus
Price to
penetrate
Price to
match
Cut price
Distribution
Selective
Intensive
More
intensive
Go
selective
MARKETING OBJECTIVES
STRATEGIES
Communicatio
Awareness
Awareness w/ Stress brand
Slide 144
Reduce
toof 31
Marketing in an Economic Downturn

More Compelling Value Proposition
Review Budget Allocations
Get Closer to
Customers
Increasing Investments
Slide 145 of 31
Slide 146 of 31

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GROUP 3

What do we have to know?

What is brand and how does branding

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

Brand is a name, term, sign, symbol, or

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

How does branding work?

Branding is endowing products

It creates mental structures that help

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

What is Brand Equity?

Brand equity is the added value endowed

It may be reflected in the way consumers

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

Like playing basketball, managing a brand

Step 1. Identify and establish

Step 3. Measure and interpret

Step 2. Plan and implement

Step 4. Grow and sustain

What can branding do to your

Creates barriers to entry and offers

Serves as competitive advantage Secures price premium

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

What STRONG brands do

Improved perceptions of product performance

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

What STRONG brands do

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

What STRONG brands do

Less vulnerability to competitive marketing actions

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

Develop your brands

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

Develop your brands

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

Develop your brands

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

Develop your brands

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

Steps in Building Relationship with

Brand Dynamics Pyramid

Steps in Building Relationship with a

Brand Dynamics Pyramid

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

Steps in Building Relationship with a

Does it offer me something?

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

Steps in Building Relationship with a

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

Steps in Building Relationship with a

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

Steps in Building Relationship with a

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

What drives brand equity?

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

What drives brand equity?

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

What drives brand equity?

Mirrors your brand

Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall