Branding is an inevitable reality of marketing personnel and increasingly more brands are created to be viable in an international context. When crossing borders a question remains: whether to promote international image or to act local. The current paper discusses the issues of country preference and suggests a model to assist a decision making of which branding strategy to choose depending on the product category under the brand.
This paper proposes a hierarchy of brand values which must be met in order for a brand to be properly positioned in a meaningful long-term and a strategically-competitive manner. These brand values include generic properties functional attributes emotional need aesthetic expressions ethical responsibilities and neoteric views.
This paper aims to understand the low income consumers in Egypt and give indicators to marketers on how to build brand loyalty and long-term and sustainable equity among them. The results are based on quantitative interviews and focus group discussions conducted among housewives in the lower social classes for two product categories detergents and tomato paste.
This paper is intended to provide a much needed social grading for rural India. The problems in defining a rural socio-economic classification in India are presented and the previous efforts in this direction are discussed. The drawbacks of these attempts are highlighted and a novel approach is adopted to identify the powerful discriminators. Based on this approach a socio-economic classification is recommended. Using two large databases of rural India the discriminating power stability and other desirable features of our proposed classification are assessed. Rural SEC as defined by us emerges as a clear winner when compared with other potent and promising candidates. It is believed that this classification will fulfill the requirements of both research users and practitioners for years to come.
Spanish consumers and manufacturers are showing signs of a mismatch regarding needs and expectations from brands and advertising. During the spring of 1971 Inner Research conducted research applying a qualitative methodology to the brand issue. Co-sponsored by the advertising agency BBDP/Mancebo Kaye this research looked into the perspectives of two target groups: consumers and marketing professionals comparing their perspectives regarding brands and advertising. Some of the main questions that led the research were: is the world of marketing in line with the world of the consumers?; have any changes occurred in the consumers relationship with brands advertising and marketing and if so what are those changes? is marketing aware of and accepting those changes? what is the underlying mindset that marketing uses in its relationship with consumers? and to what extent is that mindset valid under current market conditions?
This paper describes the work used to develop and validate the BrandBuilder loyalty model. Evidence of the usefulness and validity of three measures of loyalty will be presented: -1 behaviourally-based measures of loyalty to the brand; -2 attitudinally-based measures of loyalty to the brand; and -3 loyalty to individual product categories. Results of a large-scale study in which the attitudes and behaviour of thousands of consumers were measured will be presented. Evidence of the models ability to forecast a brands health over time will be offered based on this data. Data will also be shown for a number of different product categories and comparisons will be made between the five major European markets (United Kingdom Germany France Italy and Spain) and the United States. Finally conclusions will be drawn about the characteristics of categories and countries which possess higher vs. lower proportions of loyal buyers of brands.
The content and intent of this paper are to propose and expose a structural model designed to help marketers and managers to clarify the logic lying behind a portfolio of brands to fully understand the corporate and marketing implications of brand portfolio related decisions (mergers acquisitions deletions withdrawals etc.) and to integrate other than merely financial factors into their thinking. It describes how semiotics can profitably be used by company strategists to re-engineer their multibrand policies. It challenges the currently dominant marketing ideology of umbrella branding and highlights its dangers.
Recently there has been a great deal of discussion concerning the opposition between local brands associated with specific cultures and global brands destroyers of differences coming to dominate the world. This paper wishes to demonstrate that behind global brands are hidden the most cultural and emotional brands which exist. These brands have achieved their success by respecting all the cultural dimensions. If they continue to be operate effectively it is because of their anchorage in a very cultural existence. Giving an international dimension to a brand certainly means giving it a very clear identity which will make it well-known throughout the world and it also means making the brand itself very accessible so that it touches people emotionally.
This paper describes how switching data obtained from consumer panels can be used to understand differences in market dynamics across markets and the implication of this on brand strategy. It also attempts to identify the reason that leads to the difference in dynamics between the markets. The paper concludes by showing how this learning helps the client set priorities for each market thereby helping him allocate resources between branding and trade developmental activities.
This paper looks at the changing environment of brand research and assesses the implications for exploring brand equity quantitatively within the context of brands of similar status outside the immediate product area within the retail environment and also in use.
This paper summarizes the development of a new method of developing building and maintaining brands starting first with a brief description of how brand managers have typically operated in terms of brand budgeting and allocation why those processes are used and the challenges which they present. Why most brand managers today find themselves as brand resource allocaters rather than brand resource budgeters is then discussed. From there the technological changes which have made a new approach possible are summarized. Finally the framework for a new process is summarized that focuses primarily on the move from allocating brand resources that is from determining and measuring brand outputs to building and measuring brand investment outcomes.