Showing papers on "Brand equity published in 1981"

The Communications—Effectiveness of Comparative Advertising for a New Brand on Users of the Dominant Brand

Abstract: An experiment was employed to examine the effectiveness of comparative magazine advertising appeals when employed by new brands competing with a dominant brand in their product category. Three experimental treatments were used: a direct comparative copy appeal; a “brand X” comparative copy appeal in which comparisons were made with “the leading brand;” and, a non-comparative copy appeal. Results of the experiment suggest that a non-comparative or straight sell appeal is more effective than comparative appeals for new brands competing with a dominant brand.

Brand differentiation between identical products an analysis from a consumer law viewpoint

Abstract: The article treats the situation in which one and the same firm within one country sells an identical product under different brand names. The major motive behind brand differentiation are presented, as well as the consumer difficulties. The position with regard to brand differentiation in the Paris Convention on Industrial Property and national trademark law is analyzed. The author finds that brand differentiation usually does not constitute a problem seen from the perspective of trademark law. The author then discusses brand differentiation as a problem of antitrust law and unfair marketing practices law. Here, Swedish law, especially the recent Alcro case on brand differentiation in the Swedish Market Court, is given major attention. The author finds a reasonable solution to be the demand ofinformation to consumers about the identity behind brand differentiation.

The Brand Manager

Abstract: Consumer-goods companies which seek to use the marketing planning and control systems described in this book generally make use of the management system called ‘brand management’ to ensure that such activities are efficiently carried out. While the title of brand manager — also referred to as a product manager — may not conjure up any precise idea of its activities and responsibilities, the role is so central to the systems about to be described that it is essential to remove any uncertainties which may surround the concept, showing clearly what it is, and how it may be incorporated into the marketing function of the business organisation.