TREND OF RE-BRANDING OF BANKS IN INDIA Biagio Bossone (2002) in his study stated that re-branding of the Banks involves heavy cost and it also takes into account all the stakeholders of the Bank. Thus, a company must analyze the need of re-branding before undertaking the steps of re-branding. This is because of the fact that re-branding strategies may isolate the bank itself from its customers who are loyal to the bank and would like to be associated with their old brand. Moreover, the new brand image
strengths that can be used to reposition the organization; an increasing market, an elevated degree of knowledge and experience, networking and a diminished but important brand. The League approach with UH MBA program students, to analyze and develop new strategies for its continuing operation, demonstrates their commitment to overcome from the crisis, and surprising results may arise from it. Scanning, Monitoring, Forecasting and Assessing needs to be implanted as the cornerstone of NITL operating model
Determinates of entry. 1. Economies of scale. 2. Product differentiation. 3. Capital requirements. 4. Cost advantages. 2. Determinates of Supplier Power. 1. Switching cost of suppliers. 2. Impact of inputs on cost or differentiation. 3. Determinates of Buyer Power. 1. Bargaining leverage. a. Buyer switching cost. 2. Price sensitivity a. Price/total purchases. b. Impact on quality. 4. Determinates of Substitution Threats. 1. Buyer propensity to substitute.
Barwise (1993) the brand strength can affects the financial value of a brand. Therefore, through investing in advertising and product quality, it can increase the brand’s strength and build long-term brand equity. Brand equity brings certain strategic benefits to the company such as adding line extension for the company. For example when a product category was entered the decline stage of the product life cycle, the company with strong brand equity can help a brand survive longer compared to its competitors
Product Branding Brand Promise A brand promise is clear statement and vision of what the brand delivers to its customers. Consumers will find and use a brand product if there is an expectation of experiencing the values the brand promises to deliver (Punjaisri, Wilson, & Evanschitzky, 2008). However, failing to deliver on the brand promise will adversely affect consumer relationship in terms of trust and commitment (Punjaisri et al., 2008). Seeking to create the best brand experience, Fitbit’s
The Coca-Cola Company is one of the biggest beverage companies in Atlanta, United States and was started in 1886 by John Pemberton. It is primarily involved in the manufacture and distribution of sparkling and still beverages such as packaged water and juice. It was later purchased by Asa Candler who saw the company open its operations in Cuba, Canada and Panama. The first Coca-Cola product was Fanta orange whose encouraging sales encouraged the company to buy the Minute Maid Corporation as the first
42. Porter, M., How Competitive Forces Shape Strategy, Harvard Business Review, March/April 1979, 106-117. Rossant, J., Europe Ten Years Later, Business Week, Nov. 8 1999, 19-23 Smith, D., How Far, How East, Business Week, Nov. 8 1999, 24-26. Taylor, S., Diageo Shares Rise, Irish Times, Mar. 18, 1998, 22. Tucker, E., Recipes Prove to be More Than Just Froth, Financial Times, Nov. 8, 1999, 34. Walsh, J., Beer Sales Up Across Europe, Retail News, October 1999, 30. Whitbread Disappoints with
An alternative form of category management called vendor- specific category management (VSCM) where each vendor has the responsibility of managing the stocking and assortment decisions for its own shelf space provided by the retailer. The retailer benefits from the vendors who are experts in their particular product category when they make shelf space management recommendations. Various merits and demerits underlie the reason why a distributor should stock as many brands as possible for each product