Showing papers on "Brand awareness published in 1994"

A Survey-Based Method for Measuring and Understanding Brand Equity and Its Extendibility

Abstract: The authors develop a new survey-based method for measuring and understanding a brand's equity in a product category and evaluating the equity of the brand's extension into a different but related ...

The Importance of the Brand in Brand Extension

Abstract: Recent research has identified two factors that influence consumer perceptions of a brand extension: brand affect and the similarity between the original and extension product categories. However, ...

The Effect of Brand Portfolio Characteristics on Consumer Evaluations of Brand Extensions

Abstract: A growing number of brands are becoming associated with a portfolio of different product categories. Although concerns have been raised that adding products to a brand may weaken it, there is a pau...

Brands, Brand Management, and the Brand Manager System: A Critical-Historical Evaluation:

Abstract: The authors examine the history of brand management by tracing its development in the context of the marketing environment from 1870 to the present. They develop six theses regarding the evolution ...

The Effects of Advertising on Brand Switching and Repeat Purchasing

Abstract: In markets in which first-time purchases are rare, advertising, if it works at all, affects brand shares by either inducing switching or retaining customers who otherwise might switch. There are three possible consequences advertising exposure can have on a household's brand choice. It can increase the probability that the household will change brands (brand switching), it can induce the household to stay with the brand last purchased (repeat purchasing), or it can have no effect on choice probabilities.

Experimental Evidence on the Negative Effect of Product Features and Sales Promotions on Brand Choice

Abstract: Sales promotions and product enhancements are commonly expected to increase a brand's sales, when they do not negatively impact its utility and cost. That is, the purchase probability of consumers who find the promotion or additional feature attractive will increase, whereas the purchase likelihood of other consumers will not be affected. In contrast, we propose that consumers, who perceive a new feature or promotion as providing little or no value, will be less likely to purchase the enhanced brand even when the added feature clearly does not diminish the value of the brand. Thus, a new product feature or promotion may decrease a brand's overall choice probability when the segment of consumers who perceive it as providing little or no value is large compared to the segment that finds the feature attractive. This prediction was supported in three studies using actual promotions that have been employed in the marketplace (e.g., a Doughboy Collector's Plate that buyers of Pillsbury cake mix had the option t...

Brand Orientation - A Strategy for Survival

Abstract: Brand orientation means that the formulation of company strategy is based on brands. By focussing the company′s commitment and resources on building, developing and nurturing brands, a platform for a sustainable competitive strategy is achieved. Presents a model of a brand‐oriented company using the concepts of product, trademark, corporate name, corporate identity, positioning, target group and brand vision. It is management′s task and challenge to synchronize these concepts with a view to generating added value and brand loyalty. The case of the Pharmacia Nicorette provides an illustration of the transition from product focus to brand orientation. The importance of brand orientation for industry and commerce is enhanced by three drivers: decreasing product divergence, increasing media costs and continuing market integration. A corporate management capable of exploiting the potential of brands may obtain long term competitive advantages – a strategy for survival in a growing number of companies.

How Does the Congruity of Brand Names Affect Evaluations of Brand Name Extensions

Abstract: In 2 studies, the authors examined whether or not G. Handler's (1982) schema congruity theory would explain students' evaluations of new products purportedly introduced by companies with established brand names that were congruent, moderately incongruent, or extremely incongruent in relationship to the product. Consistent with this theory, results showed that products associated with moderately incongruent brand names were preferred over ones that were associated with either congruent or extremely incongruent brand names. Results suggest that this finding may be mediated by students' greater elaboration of the incongruent brand name and related information and by the process of resolving incongruity. Brand names that have been trademarked and successfully developed over the years are among the most valuable assets that firms possess. With new-brand introduction costs averaging between $50 million and $100 million (Brown, 1985), any attempt to duplicate the recognition, goodwill, and positive associations tied to such established brand names is likely to be prohibitively expensive. For this reason, an increasing number of firms have turned to leveraging their existing brand names by introducing new products under these established names—a practice called brand name extension. Along these lines, products ranging from soft drinks to vitamins have been introduced under the Sunkist name, and Kodak has attached its brand name to such varied products as videocassette s, copiers, and batteries. Indeed, estimates suggest that 81 % of consumer products introduced in 1990 were brand extensions (Stern, 1992). Furthermore, in 1986 alone, products using licenses or trademarked brand names accounted for over $ 15 billion in retail sales and over 34% of apparel and accessory sales (Kesler, 1987). The success achieved by such brand name extensions has been rather mixed. For example, Levi Strauss, a company whose name is almost synonymous with blue jeans, successfully added both footwear and men's casual pants to the line of products bearing the Levi's name; yet, the introduction of men's three-piece suits under the Levi's name proved to be a very expensive and embarrassing failure (Learning Corporation of America, 1981). Such observations raise the question of when brand name extensions are most likely to be successful. The degree to which the brand name and the new product are congruent or linked

Evaluating the Brand Extension Decision Using a Model of Reputation Building

Abstract: Can a brand′s reputation be transferred successfully to other products? What is the importance of a firm′s reputation to the success or failure of its brands? What is the effect on the firm′s brands when a firm′s reputation, through either acquisition or restructuring, decays. How important is it for a firm to maintain or enhance its reputation? Describe a model of reputation creation and destruction and shows how the brand extension decision can be addressed using the model.

Consumer evaluations of brand extensions : an integration of previous research

Abstract: • A submitted manuscript is the version of the article upon submission and before peer-review. There can be important differences between the submitted version and the official published version of record. People interested in the research are advised to contact the author for the final version of the publication, or visit the DOI to the publisher's website. • The final author version and the galley proof are versions of the publication after peer review. • The final published version features the final layout of the paper including the volume, issue and page numbers.

Carefully Crafted Identity Can Build Brand Equity

Abstract: Brands today are under pressure. Marketers need every advantage to compete against new entries, extensions and that exploding category called private labels. One strategy that marketers frequently overlook involves the use of imagery and creative design to enhance the equity of a brand name. Brand equity occurs when the "cluster of values" or characteristics surrounding a brand build over time to create a memorable, desirable experience for consumers. Equity is the total experience that customers take away from using a product--the sum total of their good and positive feelings. This "cluster of values" differs from brand to brand. The characteristics of a brand's personality are far-ranging and include tangible and intangible elements. Take Coca-Cola's brand equity, for instance. * The name and logotype have been upgraded over decades, but perceptually the brand image is unchanged. * Its distinctive use of red and white colors in product advertising and packaging has been a constant. * The taste and flavor of original Coke has been carefully controlled for consistency. The same formula is used worldwide. * The distinctive shape of the trademarked original bottle has been maintained for its nostalgia value and positive association with a refreshing, vintage soft drink. * Coke continues to satisfy consumers with taste and quality over the years. Brand values are truly assets, and there is much that can and should be done to nurture and maintain their market presence. Conversely, if not nurtured, a brand's value and equity erode and become obsolete. As a first step in maintaining brand equity, marketers may have to change the way they think. Many marketers today actually believe that their company owns the brands they sell. In reality, the consumers of a brand are its true owners. Why? Because the image of the brand resides in the minds of consumers. Consumer loyalty is critical to maintaining a brand's equity. Al Zeien, the chairman and CEO of Gillette, understands this notion very well. As he puts it, "We don't sell products. We capture customers." The marketing challenge is to present the brand in such a way as to capture the consumer by creating strong brand awareness and brand loyalty. The bond between brand and consumer begins with identity. Identity encompasses every aspect of the brand--its flavor, texture, performance and especially its "look." Communications and design aspects of identity are the core elements--the visual and verbal components--that help consumers visualize the essence or personality of a brand. When managed properly, the core elements of identity arm the brand to compete. They are the basic components of the "equity artillery" a brand needs to hold its own in the marketplace. Brand equity develops from a carefully crafted and managed brand identity. That identity will ultimately take hold and create value in the consumer's mind. Define core elements To create a brand's profile and communicate its attributes, a marketer must first fully explore and understand the brand. What is its desired positioning? What are the product benefits? How does it stack up against competition? What differentiates it? What are the product's goals and objectives? Who are its audiences? With this knowledge, one can create and shape a brand's "look" and then apply it to a vast array of supporting media. These elements form a brand's comprehensive visual and verbal vocabulary and project a unique brand character to its customers. These are the core elements: (1) A distinctive name that immediately conjures up a mental picture of a product benefit, like Ivory for soap. (2) A logotype that is a memorable treatment of the name, such as Kellogg's big K. (3) Graphic design, typography, color, and other visual signals, such as Coca-Cola's flowing, graphic wave device on its newer brands. …

Branding Food Endorsement Programs

Abstract: Reviews the Australian National Heart Foundation′s “Pick the Tick” food endorsement program. The program is seen by the Foundation as part of its mission to promote the kind of healthy living that is conducive to improving the heart health of all Australians and reducing disability and premature death from heart and blood vessel disease. In this article the program is not evaluated in those terms but in terms of what is required for a successful brand in a marketplace. The program is shown to possess the attributes associated with a successful brand. As such it demonstrates that promotion programs themselves can be branded. Also demonstrates an interesting extension of marketing techniques developed for soap and subsequently extended to most product types, to the field of social marketing by a not‐for‐profit organization and specifically to the promotion of an important aspect of public health.

The Ideology of Political Correctness and Its Effect on Brand Strategy

Abstract: Describes the phenomenon of political correctness and its effect on the way brand marketers conduct their business. Discusses in detail the effect of this ideology on brand association, brand symbolism, target marketing, promotional messages and brand features; provides case studies. Presents first, a brief discussion of political correctness with a working definition; then the differences between politically correct and politically incorrect brands. Uses the examples of Dakota cigarettes and Stroh′s beer to show how brand symbolism is affected by political correctness. PowerMaster beer, Uptown cigarettes and Nike athletic shoes are examples of politically incorrect target market selection. Benetton is controversial, yet politically correct, as is Ben and Jerry′s ice‐cream, with respect to promotional messages. Fur coats and Barbie dolls have incorrect product features, while The Body Shop has correct ones. Recommendations for brand marketers include two possible strategies: prevention and proaction; or r...

Dimensions of brand performance: Challenges for marketing management and managerial accountancy

Abstract: This paper evaluates a range of inherent conflicts characteristic of the marketing/accounting interface. It addresses the problems which accountants face when budgeting expenditures for brand management or when attempting to assess the value of brand equity. Dimensions of brand performance are outlined, as are the management processes underpinning their creation and sustenance. A brand value budgeting perspective is proposed which integrates these processes within a framework linking marketing assets to the generation of cumulative strategic value.

Brand Development: Commodity Markets and Manufacturer‐Retailer Relationships

Abstract: Focuses on the case example of one of the leading wallcovering manufacturers in the UK. Explores issues surrounding the development of brands within a commodity‐type market. The research attempted to analyse the factors which affected the decision‐buying process for the consumer, together with the role that the major DIY multiples played in creating and communicating an effective brand identity. The results of the initial research uncover a major deficiency in brand policy within this sector. They also indicate the importance of any branding policy being consistently communicated to the consumer and integrated across the manufacturer and retailer spectrum. Considers the need for alternative management styles in creating and establishing a successful branding strategy.

Developing a more effective brand positioning

Abstract: This paper questions the conventional model of marketers developing brand positionings through detailed analysis of each competing brand. Instead, it considers how marketers, and consumers, protect their limited cognitive capabilities through focusing on a low number of brands. It shows why there may be a lack of homogeneity both within the brand team, and between the brand team and consumers, regarding key competing brands and positioning dimensions. Effective brand positioning is more likely to be underpinned by consumer research. Surfacing managers’ assumptions may help the brand team to develop their brand more coherently.

TechnoBrands: How to Create & Use "Brand Identity" to Market, Advertise & Sell Technology Products

Abstract: Part 1 Introduction: what is a brand what distinguishes a successful brand from an unsuccessful one principles of brand evaluation regional variations in branding practices global branding issues. Part 2 Internatonal brands: analysis of what makes a successful international brand appraisal of the top 150 international brands arranges by product category. Part 3 National brands: Australia France Italy Japan UK USA West Germany the rest of the world.

Brand equity as an evolutionary process

Abstract: Brand equity has recently been a topic of great interest among marketing academics. This study proposes a stagewise learning process involved in the building of brand equity: (1) brand birth; (2) the creation of brand awareness and associations; (3) the building of quality and value perceptions; (4) the emergence of brand loyalty; and (5) the launching of brand extensions. A later section contrasts the development of brand equity in the consumer and industrial markets.

Increasing repurchase rates: A reappraisal of coupon effects

Abstract: One criticism of the use of sales promotions, particularly couponing efforts, is that they may contribute to the deterioration of a brand's consumer franchise. A consumer may be less inclined to repurchase a couponed brand than a brand bought without a coupon. Cognitive evaluation theory is used as a means of further understanding this phenomenon, and a study is conducted to testspecific hypotheses derived from the application of this theory. As hypothesized, this study presents evidence that allowing coupon users to choose between two defferent deals on the same brand may increased the repurchase rates of the couponed brand. © 1994 John Wiley & Sons, Inc.

Defining Competitive Sets of Hotel Brands Through Analysis of Customer Brand Switching

Abstract: Identification of a lodging brand's competitive set is a necessary prerequisite to the formulation of effective marketing strategies. The authors use analytical techniques established in empirical studies of consumer packaged goods markets to analyze market share and brand switching. They show, for the first time, that competitive sets of hotel brands can be characterized in terms of consumer characteristics such as usage context and level, post-purchase satisfaction and demographic measures. The implications of the results for the formulation of marketing strategy are discussed.

Effects of Perceived Quality, Product Category Similarity, and Brand Breadth on Consumers' Perceptions of Brand Extensions: Tests of Categorization Theory and Cognitive Response Theory

Abstract: Various constructs are related to predicting consumers' perceptions of brand extensions. Among these, three constructs, perceptions of perceived quality (PQ) associated with the parent brand, product category similarity (PCS) of an extension to its parent brand, and brand breadth (BB) of the parent, are central to many brand extension studies. The purpose of this study is to clarify the roles of these three constructs and to pit predictions from an alternative theoretical perspective — cognitive response theory — against predictions based on categorization theory.

You've Got a Logo, You Need a Brand

Abstract: If you buy a Harley-Davidson motorcycle, you're buying more than a means of transportation, you're buying a way of life. That brand conveys a definite image of the freedom of the road. Harley-Davidson, Snapple, the GAP, and many other companies have proven that a strong brand image can inspire a consumer to pay more or drive farther for a product that isn't necessarily better than others on the market. While the term "brand" has traditionally been associated with packaged goods, banks are in an excellent position to build brands of their own. Each point at which the bank reaches the customer--at the ATM, over the phone, through the mail, in the branch, or by computer--is an opportunity to build brand equity. The bank that can establish a brand with a positive image will reap goodwill, loyal customers, and the ability to price higher than its competitors. A brand is more than a logo When people think of a brand, the first thing they typically think of is the logo--"As long as we've got a good logo, we're in good shape." But brand identity is much more than a logo. A brand is the name, personality, and defining attributes that represent your company and your product. Name and logo are the two most visible elements of a brand, and it helps to have memorable ones, such as Wells Fargo and its stagecoach logo. But they don't have to be catchy or gimmicky, and how a bank uses them is just as important as the name and logo themselves. Banc One, for example, has done a good job over the years of developing a brand without an exotic name or logo, but simply by being consistent in its application. Most successful brands have come from companies that have narrowed their corporate personality down to one dominant appealing characteristic, the way Wal-Mart and Circuit City stand for low prices and Nordstrom's is known for quality service. Banks have a disadvantage here--it can be difficult for a bank to pick a defendable corner on the market without its competitors following suit. Also, many banks offer both upscale and low-cost services. Capitalizing on only one attribute can be risky because customers want a lot of things from their bank--a high level of service, lots of convenient locations, long hours, investment expertise, and competitive rates, among other things. A brand built on "service" can be hard to live up to and a brand built on being locally owned can turn into a liability if the bank is acquired by an out-of-state bank. The first step in building your brand may be to conduct an audit of the bank's existing image. Whether you like it or not, your bank already has a brand image--but it may not be an accurate one. Take photos of branches, statements, signage, brochures, quarterly reports, the annual report, and other things that represent the bank and spread them out on a wall. Then ask yourself questions like, "Are we consistent but dull? Are we exciting but inconsistent? Are we efficient but impersonal?" In addition, customer and noncustomer research can tell you what people like and dislike about you, and what they look for in a bank. Then you need to stand back and decide what you want to hang your hat on. Hopefully, what you're the best at, such as having the most locations, is what consumers are most interested in, and you can focus on that. In a small market, though, distribution might not be what customers care most about and you'd have to explore other attributes. Evolution, not replacement Before taking a drastic step like changing your identity or rolling out a new name, be sure to test it first among customers and potential customers. New names and logos aren't always the answer. Often a bank's core identity elements--name and logo--are fine but have been poorly or inconsistently used. If people react positively to the brand concept and you decide to change, do it gradually. Customers tend to get nervous when they see things changing, they think they'll get lost and forgotten. …

Commentary: Securing the Future of Your Brand

Abstract: Offers two new practical mechanisms on how best to ensure a brand′s future viability: developing a key brand insurance strategy and measuring return on brand investments (ROBI). A key brand insurance strategy is a defensive strategy companies should use to help combat a number of threats a brand may face over its lifetime. This strategy allows companies to take a proactive, not reactive, stance. Measuring return on brand investment gives companies a simple formula for charting their brand′s success internally and externally. ROBI forces companies to look regularly at their brand from several different perspectives. These two tools will ultimately help to strengthen the future of the brand.

Commentary: Gift Packaging in Duty‐free Markets – Environmentalism and Brand Equity

Abstract: As the European Union issues Directives to standardize measures taken by individual member states to reduce environmental waste in the process of packaging, examines the marketing of branded spirits in European duty‐free situations in order to determine whether consumers face a conflict between purchasing on the basis of environmental issues or the “giftability” of the product. Found that customers were more motivated by price and brand loyalty than on packaging or green issues.

Structural models of brand loyalty with an application to the automobile market

Abstract: Although several studies have found that past purchases are important determinants of a consumer's current purchase, there is disagreement whether past purchases are capturing brand loyalty or consumer heterogeneity. This article addresses the question of consumer heterogeneity, explores the relationship between brand loyalty and singleton choice sets and estimates alternative structural models that are based on the common assumption that consumers are of two types: brand loyals and shoppers, who face the entire set of available choices. Employing data from a 1989 J. D. Power and Associates survey of new vehicle buyers, aggregate switching and logit captivity/DOGIT models are estimated and comparatively evaluated in holdout testing. Among the results, there is evidence that new vehicle purchasers are brand loyal but that brand loyalty may be overestimated if the model fails to control for availability constraints. Further, a parametrized logit captivity model finds that male and college-educated consumers are important determinants of singleton choice sets.