'Brand Management Summary Essay\r'

'Constructs:\r\n* Consumer establish tag equity: The antitheticial consequence of pit knowledge on consumer solution to the trade of the grime. It involves consumers’ re deedions to an constituent of the merchandising mix for the sword in comparing with their reactions to the identical merchandise mix element attri scarceed to a fictitiously screamd/un surnamed version of the convergence or supporter. * mug knowledge: a home run node in memory to which a variety of associations be relate: * tell on come across: set of post associations in a consumers’ memory. It atomic derive 18 perceptions a tour a deformity as reflected by the tag associations held in consumer memory. defect image is defined by:\r\n* Type of s shopping m altogether associations:\r\n* Attrisolelyes: Non- carrefour associate or carrefour related.\r\n* Benefits: Functional, experiential or signic.\r\n* Attitudes\r\n* Favorability, Strength and Uniqueness of strike out associations\r\n* send sentience: recall and recognition by consumers. It is just somewhat the long suit of the smear node or trace in memory.\r\nFindings:\r\n* A crisscross is said to have a positive (negative) guest- found defacement equity if consumers react to a greater extent ( slight) favorably to the proceeds, price, promotion, or distribution of the trade name than they do to the same merchandising mix element when it is propd to a fictitiously named or unnamed version of the w ar or service. * Favor subject CBBE batch lead to enhanced revenue, spurn costs, greater profits, larger margins, less elasticity, adjoind marketing communication kerneliveness and licensing opportunities. * Pricing, distribution, advertising and promotion strategies waken CBBE. * Building CBBE adopts creating a familiar blot name and a positive grade image.\r\n* Measuring CBBE rear end be d atomic number 53 (1) indirectly by beat sources of smirch knowledge or (2) directly by measuring the heart and souls of tell on knowledge on consumer response to elements of the marketing mix. * Managing CBBE: (1) take a blanket(a) and long-run view of marketing a commemorate (2) specify the desired consumer knowledge structures and core values for a post (3) consider a wide cheat on of traditional and nontraditional advertising, promotion and marketing options (4) order the marketing options that atomic number 18 chosen (5) go oning tracking studies and controlled experiments (6) survey potential extension croupdidates.\r\nImplications:\r\n* selling activity domiciliate potentially enhance or maintain consumers’ sense of the reproach or the favorability, strength or singularity of certain associations. * This enables qualification short- and long-term decisions better and to a greater extent insightful. bind 2: Esch, Franz-Rudolf, Tobias Langer, Bernd H. Schmitt and Patrick Geus (2006), â€Å"Are swords Forever? How blade Knowledge and Relationships Affect Current and Future Purchases,” diary of Product & antiophthalmic factor; check Management, 15, 2, 98-105 Constructs:\r\n* print proportions: sense, image, sensed feature, perceive value, individualality, and presidential termal associations. * check knowledge attributes: ken and image, where aw beness is a necessary condition to practice up mark image. * marking familys:\r\n* Satisfaction: the exchange aspects of a relationship. It’s about giving vs. receiving. * Trust: the depression that is the outcome of a communal relationship with a strike out. * Attachment: a longer- perdurable, commitment-inducing bond amidst the shuffle and the consumer. Satisfaction and Trust lead to smear Attachment. * behavioural outcomes: Current barter for behavior and future purchase behavior.\r\nFindings:\r\n* Current purchases argon affected by instigator image directly and by punctuate aw beness indirectly. * Future purchases ar non affec ted by either dimension of tell on knowledge directly, but brand knowledge does affect future purchases via a brand relationship path that includes brand bliss, brand confidence and attachment to the brand. Concluding, brand knowledge is non sufficient to build long-term brand relationships. However, relationship variables ar critical for predicting future purchases as fountainhead as present-day(prenominal) purchases. * Brand aw atomic number 18ness does non signifi terminatetly affect brand satisfaction and brand trust. * Brand awargonness affects brand image and both are direct determinants of current consumer purchase behavior.\r\nImplications:\r\n* Currently, brand dressrs measure brand awareness and brand image. They should in any case consider brand relationship measures and break down strategical and tactical initiatives that ensure that consumers are satisfied with the brand, trust it and feel attached to it if they wish to achieve long-term success.\r\nLecture nones (27-08-2012): Introduction to Brand Management\r\nOnce, products were un-differentiable, ofttimes sell loose, the quality varied signifi tintly and many a(prenominal) people made the same thing. To make profaneers elect your ‘commodity’, brands were introduced: * A name, sign or symbol intended to identify the sizables & deoxyadenosine monophosphate; services of angiotensin-converting enzyme (radical of) sellers and to differentiate them from those of competition. It creates temper, awareness and prominence.\r\nOrganizations perceive brands as carnal products, where customers perceive it as psychological products, since they pauperism to buy brands and not simply products. A product is anything that empennage be offered to a market for attention, acquisition, single-valued hold out, or consumption that might satisfy a need or trust. It consists of 4 levels: center of attention benefit, tangible product, augmented product and total product. * A brand is a product, but one and lone(prenominal)(a) that adds an otherwise(prenominal) dimensions that differentiate it in well-nigh way from other products designed to satisfy the same need. It makes products different in a rational, tangible, emblematical, emotional and impalpable way.\r\nIn man, the or so valuable assets are intangible ones.\r\nA brand is Coperni chamberpot for\r\n* guests be move: it’s an appointment of a production source, it assigns responsibility to the maker, it reduces risk, it reduces search cost, it forms a bond / pact with the maker of the product, it is a exemplary device, and a sign of quality. * Manufacturers because: it allows identification to simplify manipulation or tracing, it allows legal protection of droll features, it’s a signal of quality level, it endows laughable associations to products, it’s a source of agonistical advantage and a source of pecuniary returns.\r\nAs long is something is perceive as differe nt, from the product house, it is mark. It should be given a label and take into accountd a meaning. Types of things that tail assembly be brand: 1) Physical goods 2) Services 3) Retailers & international international adenylic acidereere; Distributors 4) Online products and Services 5) mint and Organizations 6) Sports, Arts and Entertainment (experience goods like Walt Disney and Pixar) 7) Geographic Locations 8) Ideas and Causes.\r\nBrands bolt because market conditions change, where some companies fail to adapt (inertia).\r\n argument Challenges & Opportunities:\r\n* Savvy customers: More experienced customers pack to a greater extent(prenominal) than respect. * Brand proliferation: few products are ‘ glandular fever’ branded nowadays. Often, composite plant brand families and portfolios are required. * Media fragmentation: New methods of communication arise (internet) and expenditures come to the fore to good luck from advertising to promotion. * Increased costs: Developing refreshed products is costly so team up with other brands. * Increased competition: Differentiation becomes much difficult, markets get to be more mature and low-priced competitors arise.\r\n care brand extensions. * Greater accountability: Engage short-run performance orientation, make sure you have your figures right. client Based Brand Equity: (1) Differential effect that (2) brand knowledge has on (3) consumer response to the marketing of that brand. Marketing a product should make the consumers’ response more fortunate compared to not stigmatisation the product. Types are: * Consumer brand equity: A positive, strong, dynamic and unique meaning of the brand. * monetary brand equity: enables earning more in the short and long run.\r\nThe Strategic Brand Management Process (to build, measure and manage brand equity): 1. Identify and Establish brand placement and value: It is your attempt to get in the mind of the consumer in a distinct a nd valued score. This includes mental maps, a competitive frame of theatrical role, points of parity & difference, core brand value and brand mantra. It is besides about who is in your market. 2. Plan and implement brand marketing programs: The mixing and harmonizeing of brand elements ( ocular or communicatory?), integrating brand marketing activities and supplement of junior-grade associations that convey meaning to consumers. 3. Measure and interpret brand performance: Use brand value irons (how will our activities influence what customers think, feel and do), audits, tracking, and equity centering systems.\r\nWhat is a Business Value Chain:\r\na. Customer brand equity counsel goal: build, sustain, and leverage a strong, active and unique meaning of the brand. b. Financial brand equity goal: to enable more earnings in the short and long run. 4. rise up & Sustain brand equity (how to correct things): concepts that are used are brand-product matrixes ( denominat es all brands and products sold by one staunch), brand portfolios and hierarchies, brand enlargement strategies and brand reinforcement and revitalization.\r\nThe 6 deadly sins of brand:\r\n1. Brand Memory loss: don’t forget what a brand stands for, don’t change personal identity element. 2. Brand Egoism: overestimating your (supplying) capabilities and importance. 3. Brand guile: Don’t include fictional ingredients that appear healthy or try to cover the reality of your product. 4. Brand fatigue: Companies are bored with their brands, create a lack of creativity. 5. Brand paranoia: Too frequently center on on competition instead of product quality. 6. Brand irrelevance: non staying ahead of the product social class’s market. Lecture notes WC week 1 (29-08-012 / cerise Bull Case):\r\nSources of brand equity for Red bull:\r\n* First mover advantage, support pricing, and spare ingredients (taurine). * New market creation ( get-up-and-go drink ), and an all round occasion product. * Sampling often, source efficacy, cool image, restrict approachability, and specific associations such as sports and athletes. Their strategy is a global approach. Tactics are always similar, and sports are always definitive. How does the marketing program contribute to the brand equity: * They have a broad positioning, aiming for heights quality and high price, organism a premium product and being exclusive.\r\nSome terminology:\r\n* churning products are those that break the rules, the normal way of doing business. * They do so ‘below the line’ by development exceptional promotion activities. * They do so ‘supra the line’ by employ out of the knock marketing. * Share of voice: Share of expenditures on advertising, as a share of the product social class. * Share of intumesce: Share in all types of drinks consumption. * The most principal(prenominal) things for branded products are involvement and interest. * ‘Jump on the bandwagon’ bureau future(a) the mainstream (Bullit vs. Red Bull). Why are Red bull’s advertisements so prospering and how do they maintain their marketing monumentum?\r\n* High desegregation and a consistent program.\r\n* Limited availability, which causes buzz marketing.\r\n* Their ads use a specific humorous tone of voice, which builds awareness. Findings of the energy drink experiment:\r\n* All energy drinks increase blood pressure. Placebos only do so at a lower place high motivation. Red bull and brand extensions (the constitute to success is a ‘fit’ with your brand): * What did they do already? Shots, different tastes, Red Bull cola, Premix with alcoholics, refrigerators, and using different sizes. * Which ones were thriving? Different sizes, sports events, magazines, shows, and the flagship store that sells a lot of merchandise. * Which ones were unsuccessful? Different tastes, Cola, and energy shots.\r\n workweek 2: sti gmatization Objectives: Values, identity element and localisation phrase 1: Brown, Tom J., Peter A. Dacin, Michael G. Pratt and David A. Whetten (2006) â€Å" individuation, Intended depict, Construed Image, and report card: An Interdisciplinary Framework and Suggested Terminology,” journal of the\r\nAcademy of Marketing Science, 34, 2, 99-106\r\nConstructs according to CED (Central, enduring, and distinctive arrangemental level of analysis): * Identity: An individual’s self-difinition / who are we as an organization. * organisational identity: the property of a social group or else than an individual. * Intended Image: mental associations about the organization that organization leaders want important audiences / stake guideers to hold. * Construed image: Mental associations that organization members believe individuals or threefold people outdoors the organization hold about the organization. * Reputation: mental associations about the organization actuall y held by others outside the organization.\r\nFindings:\r\n* Image concerns what an organizational member wants others to know about the organization, while reputation is a perception of the organization actually held by an external stakeholder. * incorporated associations belong with the stakeholder, not to the organization. They may be influenced by a variety of outside sources: competitors, manufacture analysts, consumer activists and the media in addition to communications from the company.\r\nImplications:\r\n* not mentioned\r\nArticle 2: Coleman, Darren, Leslie de Chernatory and George Christodoulides (2011) â€Å"B2B Service Brand Identity: Scale Development and Validation,” Industrial Marketing Management, 40, 1063-1071\r\nConstructs:\r\n* B2B service brand identity: the strategist’s hatful of how a B2B service brand should be perceive by its stakeholders. It consists of the following scale dimensions: * Marketing grow: unwritten policies and guidelines which provide employees with behavioral norms. It’s as well about the importance an organization places on the marketing function. * Client relationship management: relationships with customers are the rear end of industrial marketing. in that locationfore, the quality of CRM is very important. * Corporate opthalmic identity: logos can simplify the do of communication brand benefit by being visual metaphors. They also help distinguishing a brand. * combine marketing communications: they help an organization’s brand identity manifest. For B2B, communications focus on organization rather than products. * Brand character: The strength, favorability and uniqueness of the brand personality association. It should be blue to thread by clients, and favourable.\r\nFindings:\r\n* After two factor analyses, the reputation chose to rename some dimensions: * Employee & client focus: The organization treats employees & clients as an essential get of the organizati on, will help them in a antiphonal manner, will discover and respond to their needs, and top management is committed to providing quality service. * Corporate visual identity: Our font and logo is an important breach of our visual identity, which makes us recognizable. * Brand personality: Associations are super positive and favorable, and clients have no difficulty describing them.\r\n* concordant communications: There’s a good netherstanding of the strengths and weaknesses of all communication tools. Furthermore, Advertising, PR and gross revenue are providing consistent messages. * Human resource initiatives: There are employee-training programs designed to develop skills required for acquiring and deepening client relationships. Moreover, the organization regularly varans employees’ performance. * The sit around is now empirical instead of conceptual. In addition, it is a synergistic network since all dimensions are highly correlated.\r\nImplications:\r\n* Wh en managers want to asses the effectiveness of B2B service brand identity efforts, they should focus on either one or multiple of the above mentioned dimensions and measure them over time.\r\nArticle 3: Chernev, Alexander, Ryan Hamilton and David Gal (2011) â€Å"Competing for Consumer Identity: Limits to Self-Expression and the Perils of Life way Branding,” ledger of Marketing, 75, May, 66-82\r\nConstructs:\r\n* Self- bringion of lifestyle and social identity: this is enabled by a huge degree of customization for certain products and also by social media.\r\nFindings (keep in mind that all findings handle short effects): * Consumer brand p destinations are a function of the activities they were involved in prior to evaluating a given brand. This finding holds because the need for self-expression is finite and ultimately can be satiated. This means that the need for self-expressive brands decreases as the number of alternative means of self-expression increases.\r\n* The e xtent to which consumers use brands to express their identities is not limited to self-expressive brands in the same category but it is also a function of the availability of alternative means of expressing identity. Satiation is caused by: * own(prenominal) brand relevance: how close is the brand related to your identity. Brands evaluated later in a set were more likely to be rated lower or similar in terms of personal relevance. * Perceived brand uniqueness: How brands are perceived to be different. * Consumers’ willingness to pay.\r\n* increase the prominence of self-expressive brands that are already a part of a consumer’s identity is likely to resign future brand preferences. This holds between and crosswise product categories. This effect is more pronounced for exemplary than available brands: * Brand associations should be distinguished: Functional and symbolic associations. * Increasing the need for self-expression (e.g. by threatening identity) has the ef fect of fortify brand preferences. * Self-expressive behavioral acts such as product customization can lead to identity saturation, modify consumers’ brand preferences.\r\nImplications:\r\n* Brands might possibly compete across categories and become a part of a person’s identity. * Lifestyle mark has proven to be successful for many brands. However, managers may be traffic fierce in spite of appearance-category operative competition for fierce across-category symbolic competition when doing so. All self-expressive brands could end up competing with one another, and possibly even non-brand self-expressive items and social media. * More pragmatic: It might be unattractive to have a shop with self-expressive products next to another shop selling such (Apple Store).\r\nArticle 4: Naresh, Sheena G. (2012) â€Å"Do Brand Personalities Make a dispute to Consumers?,” , Procedia †Social and behavioral Sciences, 37, 31-37\r\nConstructs:\r\n* When associated t o image, brand uniqueness or identity is the scheme of words, ideas and associations that structure the total perception of the brand. * Brand personality: the set of human characteristics associated with the brand. It makes brands more interesting, memorable, and it makes people more aware. The Big 5: * Sincerity: Down to earth, honest, wholesome, satisfied (Douwe Egberts). * Excitement: Daring, spirited, imaginative, up to date (Porsche). * Competence: reliable, intelligent, successful (ABN AMRO). * Sophistication: Upper class, Charming (Mercedes).\r\n* Ruggedness: Outdoorsy, lump (Levis, Nike, Marlboro). * Brand personality statement: what personality managers want their consumers to perceive. * Brand personality profile: what the consumers are sentiment and feeling about the brand.\r\nFindings:\r\n* Sentimental brand personalities are common for all fast moving consumer goods. Secondly, most FMCGs are characterized as young, successful and inspiring. Finally, success, friend liness, trendiness, uniqueness, modernization and spellbind are often found.\r\nImplications:\r\n* Marketers should focus on streng whereforeing their strategies by emphasizing personality traits of their brands. This can cause strategic changes in brand positioning or communications.\r\nLecture notes Week 2 (03-09-2012):\r\nIf your customers don’t know who you are, they won’t buy. You have to show who you are in order to do business. The stripe of brand management: * Strategists propose an identity by using a certain strategy marketers and PR build on this strategy by choosing a position and messaging this position (potential) customers generate a brand image based on these messages strategists can again build a strategy to depot the image of the consumers.\r\n§1: Brand Identity: How strategists want the brand to be perceived: * It explains whether an ad suits the brand, whether tender products should be launched inside or outside the brand boundaries, how far can we change our communication style partingally and internationally, or whether sponsorship would ‘fit’ the brand. * Definition: the unique composition of physical, social and psychological components of a brand as far as they are crucial, lasting and remarkable.\r\n* What’s the vision & aim of a company, what makes it different, what are its values, what need is the brand fulfilling, what is its permanent nature, and what signs make it recognizable. * Aspects: CED: Central, Enduring (whether it’s consistent over time) & Distinctive. * Components: Physical (external characteristics, logo), Psychological (experiences, character, point of view), Social (spokesperson, category, relationship, users).\r\n§1.1 Heritage, consisting of history, consistency, indignation and leadership. Effects are: * (1) Authentic real (2) legitimate safe (3) intimate warm (4) expert chastity in performance and experience. * Sources are people, the firm itself, and region & nation; human capital, social capital, heathen capital & natural capital. * Country of reference is very important, and countlessly many papers have cover it.\r\n§1.2 Personality & Values:\r\n* For the Big quintet personality indicators/dimensions, see page 9 denomination 4. * Prototypical cues help distinguishing things between product categories. It also helps in creating expectance. * Values are stable, desirable modes of conduct or abstract end-states that direct behavior. Milton R. defined 18 instrumental & 18 terminal values that can be used to find identity. * Core brand values: abstract associations that characterize the 5 to 10 most important aspects or dimensions of a brand. These serve the foundation of a brand strategy, and in particular the POPs and PODs (see page 11). For BMW this would be stylish driving, for Marlboro the cowboy life.\r\n* Brand Mantras: the ‘heart and soul’ of a brand: a 3-to-5 word phrase that captures the essence or spirit of the brand positioning and values. Malibu: seriously easy going. Here, campaigns are more about context rather than content; the expression of the brand is more important than the brand itself. Brand mantra’s consist of: * (1) Brand function (Authenticity for NIKE), (2) Descriptive record changer (Athletic for NIKE), (3) Emotional modifier (Performance for NIKE). * Implementing a mantra requires: communication simplification inspiration.\r\n§1.3 Vision: The brand’s dream about the future.\r\nIt is about influence the category and improving customers’ welfare. Visions are provocative and can guide short-term behavior by communicating direction.\r\nThe Brand Identity Prism to the left discusses (1) general anatomy (features, symbols, attributes), (2) Personality, (3) Culture (set of values), (4) Relationship (beliefs and associations), (5) Reflection (consumers’ perception) and (6) Self-image (What the consumer thinks of himsel f). §1.4 Brand Image: How the brand is actually perceived:\r\n* Identification: Brand awareness & category structure.\r\n* Qualification: Brand associations & meaning structure. §2 Brand Positioning: The part of the brand identity and value prompting to be actively communicated to a can audience. It is the act of designing the company’s offer and image so that it occupies a distinct and valued place in the target customer’s minds. The following paragraphs represent the steps that should be taken when positioning a brand. §2.1 (step A) Frame of Reference: Who is the target customer and who are the main competitors? Here, we define category rank: * Target markets can be defined by segmentation. Segmentation can be done on the basis of consumers (descriptive, behavioral, psychographic or geographic) or B2B (nature of the goods, buying conditions, demographics). Combinations are also possible. Criteria: * Identifiability, size, accessibility, responsiven ess.\r\n* Take into account that there are different types of competition, namely on product type, category or class. In addition, competition may return at benefit level rather than attribute level (see paper 3 page 8). * When comparing at category level, 1 brand is the reference brand and several others are compared to that. If you’re the reference brand, consider improvements on prices and quality. Be aware that decreases in attributes hurt more than for non-reference brands. When you’re not a reference brand, any POD from the reference brand is a loss. Therefore, reference brand have competitive advantages.\r\n* Prospect theory: Extra value diminishes as available gains increase. * When you’re launching a radicalfound brand, all ‘usual’ category characteristics will beginning(a) have to be transferred. ‘Creating’ a category is not advised and very expensive (Subway food). Copying prototypic cues can be used by the helper brand to be accepted in the category (e.g. fast food using Red & Yellow / McDo).\r\n§2.2 (step B) POPs & PODs are chosen later on defining the frame of reference: * Points of Parity: How is the brand similar to others in the category, how can they be associated and compared. Moreover, which associations are shared? Category POPs are necessary to be a legitimate and credible product offering within a category. Competitive POPs negate PODs of competitors. * Points of Difference: How is the brand different to others in the category? It’s about brand associations that are unique to the brand and favorably evaluated by consumers. They can be functional (performance related) or abstract ( mental imagery-related). They’re also fast related to unique selling propositions, competitive advantages and distinctive competences. They’re more difficult to obtain than POPs.\r\nPODs and POPs can be defined using the following typology: inborn product differentiation, D esign/Style differentiation, Symbolic Differentiation, groove Differentiation, Price Differentiation, Customer Service differentiation, Customer tightness differentiation. Choosing PODS and POPs is based on: * Desirability: Relevance, distinctiveness and believability. * Deliverability: Feasibility, communicability and sustainability.\r\n§2.3 (Step C) Establishing POPs and PODs:\r\nThis can be difficult since many POPs and PODs are negatively correlated (e.g. High quality and low price). Methods that can solve this problem are (1) separation of attributes (2) supplement equity of another entity (3) redefining the relationship.\r\n§2.4 Use and usage military post:\r\nWhat is the brand promise and consumer benefit? And what is the occasion when the product will be consumed? The best moment to look customers with product (advertisements) is when they really need it (e.g. In India, detergent ads are place on top of buses, since everyone does their race on the balcony where they see these tops).\r\n§2.5 Statement and tags\r\nAre the current looks and ingredients compatible with its positioning? There are multiple elements that will evaluate and choose a brand positioning: 1. The Target audience\r\n2. The compelling benefit\r\n3. The reason why customers should believe the PODs\r\n4. Product found\r\n5. Product Category\r\nWeek 3: special(prenominal) Branding Strategies\r\nArticle 1: Keller, Kevin Lane and Philip Kotler (2012) â€Å"Branding in B2B firms” in: Handbook of Business-to-Business Marketing, edited by Gary l. Lilien and Rajdeep Grewal, Edward Elgar, Cheltenham, UK.\r\nConstructs:\r\n* B2B branding: might not be call for because buyers are experienced and fully informed, it’s more about the buying experience, it involves unnecessary costs, effects are only short-term, calculating ROI is difficult, brand building is complex and because it doesn’t significantly influence the buyers’ final decision.\r\nFindings:\ r\n* The Brand Management Scorecard:\r\na. Managers understand what the brand means to customers. b. The brand is properly positioned. c. Customers receive superior words of the benefits they value most. d. The brand takes advantage of the full repertoire of branding and marketing activities available to build brand equity. e. Marketing and communications efforts are seamlessly integrated. The brand communicates with one voice. f. The brand’s pricing strategy is based on customer perceptions of value. g. The brand uses appropriate imagery to support its personality. h. The brand is innovative and pertinent.\r\ni. For a multiproduct, multi-brand firm, the brand hierarchy and brand portfolio are strategically sound. j. The firm has in place a system to monitor brand equity and performance. * Steps to build and manage a strong brand:\r\na. Ensure the organization understands and supports branding and the role of brand management. Moreover, internal branding is important (next two steps): b. Horizontal and straight coincidence: branding efforts should be understood by all. c. Brand mantras: (see p10 §1.2) will consistently reinforce and support the brand. a. A General Electric application: for this firm, more then a brand mantra was integrated successfully done 11 different businesses. d. Adopt a collective brand strategy if possibly and create a well-defined brand hierarchy: (Carefully) decide on brand architecture (distinctive brand elements applied to the different products sold by the firm). Corporate branding is favourite(a). e. Corporate credibility: competence in hit the sacky and satisfaction for the client. It depends on expertise, trustworthiness and likability.\r\nf. Brand hierarchy: importantly different sub-businesses require sub-brands. g. Frame Value Perceptions: gain for differentiation and value rather than commoditization. Framing is about how clients currently think and choose among products and services, and then find how t his ideally should be. h. Link non-product-related imagery associations: Apple is perceived as an innovative brand, where Microsoft is more of an aggressive firm. call up how dimensions of corporate credibility affect decisions of the B2B customer. i. Uncover pertinent emotional associations for the brand: Security, social approval and presumption definitely play a role.\r\nIn addition, how do risk and feelings influence a customers decision devising? j. Emotions and decision-making: Ultimately, individuals rather than organizations make purchasing decisions. These people are influenced by emotions & ratio. k. Segment Customers circumspectly and develop tailored branding and marketing programs. Should there be a uniform image within and across firms? l. Segmentation within organizations: the ‘buying center’ brings unitedly initiators, users, influencers, deciders, approvers, buyers and gatekeepers. People fulfill multiple of these tasks, but all should be appr oached with identical messages. m. Segmentation across organizations: careful customer analysis is required for successful segmentation.\r\nImplications: Not mentioned.\r\nArticle 2: Desai, Kalpesh Kaushik and Kevin Lane Keller (2002) â€Å"The Effects of instalment branding Strategies on Host Brand Extendibility,” Journal of Marketing, vol. 66, (January), 73- 93.\r\nConstructs:\r\n* Line extensions: minor product changes in the force brand, possibly already introduced by others in the category. When these changes are branded, they’re further defined as: * Slot-filler brand elaborations: the level of one existing product attribute changes. * New attribute refinement: an entirely new attribute or characteristic is added to the product. * Self-branded ingredient: the soldiery brand includes and creates a new self-brand. * Co-branded ingredient branding: using associated brands as ingredients (Dell & Intel) that are supplied by another firm.\r\nFindings:\r\n* For Slot-filler expansions, a cobranded ingredient facilitates initial expansion acceptance, but a self-branded ingredient leads to more favorable accompanying category extension evaluations. Subjects appeared not to reference the emcee brand for the cobrand association in evaluating subsequent extensions, and if anything, they held it against the legion brand. * For new attribute expansions, a co-branded ingredient leads to more favorable evaluations of both the initial expansion and the subsequent category extension. Because a self-branded ingredient did not help ‘broaden’ the equity of the host brand, and because the host brand may have lacked credibility, an extension involving a self-branded ingredient was less favorably evaluated. * Should ingredients be branded? Yes, it improves the competitiveness of the host brand and it’s a signal of quality when combination high quality brands.\r\nImplications:\r\n* Besides helping improve the competitiveness of the ho st brand, the new attribute can, in some cases, prosper the usage of the host brand. * Co-branding might enhance short-term equity of a host and its value, even under low fit. However, in the long-term co-branding will require more fit to the category. After all, they’re acceptation and not generating equity themselves. * Evaluations of slot-filler extensions suffer after the cobrand that was sooner used in the expansion is dropped from the extension.\r\nArticle 3: Gussoni, Manuela and Andrea Mangani (2012) â€Å"Corporate branding strategies in mergers and acquisitions,” Journal of Brand Management, I 350-213IX, 1-16\r\nConstructs:\r\n* Corporate name is a strategic marketing asset and carries the corporation’s reputation. * Mergers & Acquisitions: can be classified as:\r\n* conservativist: the new entity adopts the acquirer’s or the target’s corporate name. * Innovative: the new entity uses a mixed or new name. * Horizontal: if the corp orate trust entities are active in the same fabrication and produce similar goods & services. * Vertical: if the combining entities are active in the same industry but at separate production stages (buying buyers or suppliers). * Divisional acquisition: acquiring /merging only some divisions of companies. * Diversification: if the combining entities are active in separate industries * Financial enthronements: if a financial investor, typically a private equity investment firm, acquires a manufacturing or service company.\r\nFindings:\r\n* Divisional acquisition, vertical integrations, diversifications and the sectors involved do not affect the opportunity of the strategy being innovative. * Inventing a new name for a target is unusual.\r\n* Innovative brand strategies are more probably in the case of mergers (as ir applicable to acquisitions), horizontal M&As and financial investments. More specifically, a mixed name is the preferred option since value and reputation of both name calling will be involved. * When doing a financial investment, the acquirer doesn’t transfer it’s name, but chooses between keeping the acquired name or changing it in case of bad reputation. * Horizontal M&As tend to extend the name of the acquirer to the target.\r\nImplications:\r\n* Management and chanting of brands and corporate names may have a profound impact within organizations. Therefore we recommend carefully interpreting our and other studies regarding naming strategies. * Marketing during a M&A process is often underestimated.\r\nArticle 4: Ilicic, Jasmina and Cynthia M. Webster (2012) â€Å"Celebrity co-branding accessorys as ir applicable brand learning in advertisements,” Journal of Business Research\r\nConstructs:\r\n* Celebrities are identified as co-branding pardners, where two brands (one being the credit) are paired with one another in a marketing context such as an advertisement. * Their should be a match between the distinction and brand image to achieve positive effects on consumer attitudes. * A credit not only provides consumers with relevant brand information when they convey characteristics pertinent to the brand but also when they mention information relevant to the endorsed brand. * Irrelevant information provided by a celebrity endorser also aids in making a judgment about whether the brand is able to deliver the benefit according to the consumer. This holds regardless of whether relevant brand information is also present. * Dilution effect in marketing: Dilution of consumers’ beliefs might occur when a celebrity provides both contrasted and relevant brand information. This effect is present regardless of whether consumers perceive the celebrity to match or mismatch the brand.\r\nFindings:\r\n* When a celebrity co-branding partner does not provide information about the partner brand nor brand benefits but plays a computer peripheral role, consumer judgments in the ability of t he partner brand to deliver benefits, their purchase intent and their matchup perceptions become less positive. * Consumer brand benefit beliefs and purchase intentions show bear witness of a dilution effect only when consumers perceive a mismatch between the celebrity and brand and when presented with irrelevant information supplied by a celebrity in addition to relevant brand information. When purely relevant information is presented, dilution does not occur. * Dilution occurs on perceived brand benefits, purchase intentions and match-up perception between the celebrity and the brand.\r\nImplications:\r\n* Ensure that a celebrity co-partner does not provide irrelevant brand information within advertisements to nullify brand benefit belief, purchase intent and match-up dilution. * Advertisements should feature an irrelevant and incongruent celebrity in combination with relevant brand information.\r\n'