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Brand identity analysis essay
Brand identity analysis essay
Brand identity analysis essay
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Analysis & Finding
In his CBBE framework, Keller identified 6 key elements needed to build brand equity; Brand Salience, Brand Imagery, Brand Performance, Consumer Feelings & Judgements and Brand Resonance (appendix 7). From the conducted research this report will ascertain the degree to which HTC satisfies each level of Keller’s model.
Brand Identity
According to Keller the first step in ‘building a strong brand’ involves creating ‘brand identity’ (Keller, 2001).
“Achieving the right brand identity involves creating brand salience. Brand salience relates to customer awareness of the brand. Brand awareness refers to customers’ ability to recall and recognise a brand” (Keller, 2001, p.8)
The first two questions asked respondents their age and gender. These questions would give an indication of the type of market segment analysed. The results showed that 58% of those questioned were male and that the average age of these was 25years. These results may show prejudice towards those in their mid 20’s due to the selective approach taken when doing the questionnaires. It could however be argued that this is the primary target demographic for the personal computer market.
When measuring ‘brand salience’ we have directed the first question at brand recollection of personal computer brands. The most respondents, 21%, answered Apple Macbook, in the second place there was Sony Vaio with 20%, in the third place there was HP with 17%; followed by Lenovo with 16%.
These questions were aimed at measuring the ‘depth of the brand’, i.e. how easily recognisable and recallable the brand is. Another area equally important for ‘brand salience’ is ‘breadth’ of the brand. This refers to a range of purchase and consumption situations ...
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...-based brand equity The Journal of Consumer Marketing Vol. 12 No. 4 , pp. 11-19.
Netemeyera R., Krishnanb B., Pulliga C., Wangc G., Yagcid M., Deane D., Ricksf J., Wirth F. (2004) Developing and validating measures of facets of customer-based brand equity Journal of Business Research 54 pp. 209- 224.
Kapferer, J. N. (2008) The new strategic brand management : creating and sustaining brand equity long term. 4TH edition, London Kogan Page.
Keller, K. L. (2008) Strategic brand management : building, measuring, and managing brand equity. 3RD edition. Upper Saddle River, NJ Pearson/Prentice Hall.
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Aaker, D. (1996) Measuring brand equity across products and markets. California Management Review. Vol. 38 Iss: 3, pp. 102-120.
Kevin Keller’s brand equity model is known as the Customer Based Brand Equity Model (CBBE). This model was first introduced in his book, Strategic Brand Management. According to the model, a company must shape how customers think, feel, and act towards a product in order to build a strong brand. A consumer must have the right type of experience around the brand, which foster positive thoughts, opinions, perceptions, beliefs and feelings. By building strong brand equity, customers will recommend company products and will buy more of them. Moreover, this increases brand loyalty and decreases brand switching to competitors. One’s memory consists of a network of associations and connecting links, and any association ever processed about a brand
Sarkar, A. N., & Singh, J. (2005). New paradigm in evolving brand management strategy. Journal of Management Research, 5(2), 80-90. Retrieved from http://search.proquest.com/docview/237238894?accountid=28644
Increasing awareness of a personal and unique identity distinguishes us from the pack. A brand mantra differs from a tagline, explains Guy Kawasaki, as a mantra describes internal business, a standard for a company to abide by. A tagline is for customers and what they can expect to be delivered (Martinuzzi, 2014). John Jantsch, founder of Duct Tape Marketing defines branding "the art of becoming knowable, likable and trustable” (Martinuzzi, 2014). Many specialists on the subject agree that trust building is essential in success. Being honest is one of the top five steps Forbe’s advises when it comes to brand building (Biro, 2013). Some suggestions to follow from, How to Build an Unforgettable Personal Brand (2014) include, making sure customers are provided what is promised, leading with unwavering quality and being consistent in making good on one’s word. The article also warns that the public will assign a default brand if a
Building and enhancing a strong brand has been found to have profitable rewards in business, it has therefore become a prime priority for many firms. Customer-base brand equity (CBBE) is a model that is being adopted by many organizations in order to build strong brands that can compete with the other ones in the market. The model outlines the four steps that should be followed in building a strong brand. The first step involves the establishment of appropriate brand identity, which includes enhancing customer awareness of the brand.
...of brand equity in an organizational-buying context. Journal of Product & Brand Management, Vol. 6(6), pp. 428-437.
Park,C., Jaworski,B. and Maclnnis, D. (1986) Strategic Brand Concept-Image Management. Journal of Marketing 186 pp.135 -145
Brand attitudes: it’s the consumer evaluation of brand .Keller (1993)another important impact distinctive Between 11 dimensions: product attributes, intangibles, customer benefits, price, use/ application, user, product class, celebrity, country of origin, competitors, and life style. Aaker’s and Keller’s show many topologies like price, user imagery, usage imagery, and product attributes I will identify some weakness , but it should be considered that how it’s possible to trap the content of consumer knowledge. Aaker (1991). "Sum of the total brand impression is called brand image (Herzog 1973), anything that is associated with brand (Newman 1957), and "the perception of the product" (Runyon and Stewart
Brand equity is crucial as it implies that the brand itself is an important (financial) asset and can be calculated in financial terms (Barwise, 1993). This is particularly important in the luxury sector as from a behavioural viewpoint, brand equity can differentiate a company or product from other competitors, adding to their competitive advantages based on non-profit competition (Aaker, 2004). The model created by Aaker (1992) states that there are four categories of brand equity; Loyalty, Awareness, Perceived Quality and Associations. Luxury branding relies on a high level of perceived quality, loyalty and associations, although potentially less so for awareness, as it is thought that consumers choose luxury brands based on their exclusivity and as such the more the awareness that surrounds the brand, there is potential for it to become less valuable (Phau and Prendergast,
This model pinpoints 4 main aspects of brand equity (+ 1 supporting as-pect), which shows to what extent strong brand influences buyers product and brand evalua-tions. For every brand category, the COO of the brand has a significant effect on the brand equity (Saydan, 2013). There are also a number of micro-related predictions that follow the conceptualisation of this particular type of equity as a four-dimensional construct.
3] Keller, K.L. (1993) Conceptualizing, measuring, and managing customer-based brand equity. Journal of Marketing 57, 1–22.
Many scholars and researchers quoted that corporate branding is an essential tool for any company and also argued that traditional branding approaches has been restricting and constrained by a narrow external perspective (e.g. Aaker 1996; Aaker & Joachimsthaler, 2000; Kapferer 2001; Hatch and Schultz, 2001; Olins, 2004). The shift towards corporate branding was best supported in marketing literature. Some among them claimed that strong corporate brands are increasingly helps in building consumer relations within the organization itself and stresse...
By communicating a new value proposition, brand management aims to change the brand’s former brand percep-tion and link the new brand image to the new position. Of course, also within re-positioning, new attributes have to demonstrate points of difference and superi-ority. By emphasizing the brand’s uniqueness, management enables the cus-tomer to perceive higher brand value in their mind (cf. Friis 2009, p. 19). If the brand elements are not relevant for the target audience or the brand proposition was not chosen correctly, brand identity will not be perceived as credible and communication will fail. Therefore, companies have to analyse their target groups accurately before choosing new attributes, which they want to communicate. Management has to find out what are the target audience’s needs, wants and desires and what do they believe in. The organizations values should in best case overlap with the values of the audience. New brand attributes have to follow specific communication objectives, which are focussed on changing the custom-ers’ perception (cf. Feddersen 2013, p.
A Brand is basically a name, word, mark or icon which identifies a product or service of one provider and differentiates it from others. In other words, it provides easy acknowledgement of a seller’s merchandise. In today’s highly volatile market with cut throat competition, a brand is the most successful method adopted by a seller to make its prospects believe that his product is the only solution to their problems. A successful brand is a confirmation of the company’s ability to effectively satisfy the need of a consumer. Brand is the persona that helps identify a product or service.
In conclusion, the customer- based brand equity model is an important platform that may help in building a strong brand. It could assist a company in assessing its progress as well as providing a blueprint for marketing research activities. If properly planned and implemented, it could help the company in achieving its marketing strategies and in the realization of an increased profit margin
...& MAKLAN, S. 2007. The role of brands in a service-dominated world. Journal of Brand Management, 15, 115-122.