...Branding strategy is one of the most effective ways to sell a product or service. With the increased competition in the business industry an effective branding strategy makes products more popular. Branding strategy analysis includes market, customers, competitors and brand analysis. Branding strategy involves brand communications, analytical techniques and creative positioning. Evaluating the performance of the brand portfolios helps guide decisions on new products, modified products, and eliminating products (Cravens & Piercy, 2013). The methods for analyzing product portfolio performance are: Product life cycle analysis: determine the length and rate of change in the product life cycle. it identifies the current PLC stage and select the product strategy and anticipate threats and find opportunities for altering and extending the PLC Product performance analysis: determine whether each product measures up to the minimum performance criteria and looks at the strengths and weaknesses of the product compared to other products in the portfolio. Brand positioning maps: consists of relating buyer preferences to different brands and indicates possible brand repositioning options Standardized information services Research studies Branding strategy is an important component of every business. Branding strategy is the most effective way to sell a product/service and to enhance the demand for a product/service in the market. Increasing competition in business develops similar...
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...Tuck School of Business Dartmouth College Fall Quarter B 2010 Professor Kevin Lane Keller STRATEGIC BRAND MANAGEMENT Course Times/Places Class Meetings: Office Hours: Mondays and Tuesdays 8:30 – 10:00 & 10:15 – 11:45 Borelli classroom By appointment: Tuesdays, 12:30 – 2:00 Room: Woodbury 315 (Phone: 646-0393) E-mail: kevin.keller@dartmouth.edu Alison Pearson Room: Tuck 205I (Phone: 646-2515) E-mail: alison.pearson@dartmouth.edu Academic Coordinator: Required Text Kevin Lane Keller, Strategic Brand Management, 3rd edition, Prentice-Hall, 2008. Course Objectives Some of a firm’s most valuable assets are the brands that it has invested in and developed over time. Although manufacturing processes can often be duplicated, strongly held beliefs and attitudes established in consumers’ minds cannot. This mini-elective provides students with insights into how profitable brand strategies can be created. It addresses three important questions. How do you build brand equity? How can brand equity be measured? How do you capitalize on brand equity to expand your business? Its basic objectives are to (1) provide an understanding of the important issues in planning and evaluating brand strategies, and (2) provide the appropriate concepts and techniques to improve the long-term profitability of brand strategies. The course consists of lectures, exercises, and case discussions. The course content has relevance to students pursuing a variety of different career goals in virtually any...
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...[pic] COURSE: MKT 4398 – Strategic Brand Management TERM: Fall 2009 | | | |Section 05: 12:30-1:45 T-Th | | | | | |Room: HSB 101 | | PROFESSOR: Dr. Chris Pullig OFFICE: HSB 223 OFFICE HOURS: T-Th 1:45 – 4:00 or by appointment PHONE: 710-4769 (Office) and 836-0206 (Home) EMAIL: Chris_Pullig@Baylor.edu Course Description and Objectives: One of the most valuable assets for any firm is the brand associated with its products and/or services. Despite this, very little attention has been paid to the subject in business education. To address this, Strategic Brand Management is an advanced elective that addresses important branding decisions faced by an organization. Its basic objectives are: 1) to increase understanding of the important issues in planning and evaluating brand strategies; 2) to provide the appropriate theories, models, and other tools to make better branding decisions; and 3) to provide a forum for students to apply these principles. Specifically, we will cover: ...
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...Chapter 2 Customer-Based Brand Equity Overview This chapter defines the concept that is the focus of the book. Customer-based brand equity (CBBE) is the differential effect that brand knowledge has on consumer response to the marketing of that brand. Brand knowledge is a function of awareness, which relates to consumers’ ability to recognize or recall the brand, and image, which consists of consumers’ perceptions of and associations for the brand. Building awareness requires repeatedly exposing consumers to the brand as well as linking the brand in consumer memory to its product category and to purchase, usage and consumption situations. Creating a positive brand image requires establishing strong, favorable and unique associations for the brand. The chapter outlines the important contribution of brand knowledge to brand equity. Brand knowledge is composed of brand awareness, which is itself a function of recognition and recall, and brand image, which reflects the associations consumers hold for the brand in memory. Brand awareness is important because 1) it is a necessary condition for inclusion in the set of brands being considered for purchase, 2) in low-involvement decision settings it can be a sufficient condition for choice, and 3) it influences the nature and strength of associations that comprise the brand image. Awareness can be heightened by increasing consumer exposure to the brand and by linking the brand to product category, consumption and usage...
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...Designing and Implementing Brand Architecture Strategies DEVELOPING A BRAND ARCHITECTURE STRATEGY Definition: Brand Strategy/Brand Architecture tells marketers which brand name, logos, symbols and so forth to apply to new and existing products. Brand Architecture: It describes both brand breath or boundaries and its depth or complexity The Role of Brand Architecture: * To clarify brand awareness: Improve consumer understanding and communicate similarity and differences between individual products and services. * To improve brand image: Maximize transfer of equity between the brand and individual products and services to improve trial and repeat purchase. 3 Steps of Developing a brand architecture strategy: Step 1: Defining Brand Potential Define the brand potential by considering three important characteristics (1) the brand vision, (2) brand boundaries, (3) brand positioning. Articulating Brand vision: * Brand vision = Management view of brands long-term potential * Influenced by: * how well the firm is able to recognize the current and passive future brand equity. * Many firms have latent brand equity * that is never realized because the firms are unable or unwilling to consider all that the brand could and should become. * A good brand vision has a foot in present and future * Brand vision needs to be aspirational * so has room to grow and improve * Fundamentally brand visions relates the higher order...
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...| A CRITICAL PERSPECTIVE ON STRATEGIC CSR AS A TOOL FOR MARKETING AND BRAND DIFFERENTIATION | | | Mattias Norén, Niklas Nygård | 2014-01-16 | | “What are the underlying reasons for abusive Strategic CSR in marketing and brand differentiation, what are the consequences and are there any solutions?” Introduction to CSR For Corporate social responsibility(CSR) a lot of different definitions exists but the one we chose to use in this report was defined by (McWilliams, Siegel och Wright)) as “actions that appear to further some social good, beyond the interests of the firm and that which is required by law”. This definition defines a wide concept that contains everything from corporate environmental strategies, employee empowerment, health and benefit plans for employees and corporate philanthropy. The linking factor between these different implementations is that corporations and businesses should expand their responsibility beyond absolute necessity and their core stakeholders group. While CSR is very modern as a defined concept it is still based on a lot of old ideas. For example many companies in the late 1800s based its business on scientific betterment which often meant that employee benefits was taken a lot further than the requirements of the law (Barley och Kunda). Today CSR has evolved to something more than the initial idea of expanded responsibility and it’s used as a tool for companies to reach goals outside of areas normally connected to CSR...
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...“Strategic Management Of Nestlé” INDEX 1. 2. History Nestlé and basic financial information. ...................................................... 1 Porter’s Five Forces Model.................................................................................... 2 3. Analyze the product/service offered by the company using the B – C framework. What affects the customers’ willingness-to-pay (B)? Where do firm’s costs come from (C)? ... 2 4. Analyze the resources and capabilities of the company. Indicate the key resources and capabilities. ...................................................................................................................... 4 Tangible Resources of Nestlé ................................................................................................................... 4 Intangible Resources of Nestlé.................................................................................................................. 4 Capabilities of Nestlé................................................................................................................................. 4 5. In class, we discussed two types of Porter generic strategies (cost advantage and differentiation advantage). Indicate which strategy the company pursues. Explain. ................ 5 Research and development of new products. ........................................................................................... 5 Competitive differentiation. ..........
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...change is identified as a significant influence that challenges future performance of LV in the market. LV must seriously think on how to strategically maintain its competitive advantages in the market. This paper recommends LV to enhance its luxury existence in the heart of potential customers. It can be done through extensively enhancing customer relationship, and the main concept that should be implement is strategic alignment between its current marketing programs and Research & Design functions to support high quality production, which accommodate consumers’ expectations. Table of Contents EXECUTIVE SUMMARY………………………………………………………………………....i 1.Introduction ..................................................................................................................... 1 2.Business model strategy: Luxury as a business model ..................................... 2 3. Marketing Principles of Louis Vuitton: A luxury brand strategy .................. 3 4. Change in consumer behavior toward luxury goods...
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...2.1 Background to Organization3 3.0 ANALYSIS3 3.1 Porters 5 Forces (Model of Competition)3 3.2 PESTEL (External Analysis)5 3.3 SWOT6 4.0 KEY FINDINGS OF ANALYSIS/PROBLEM IDENTIFICATION/ KEY STRATEGIC CONCERNS6 4.1 Vertical Integration6 4.2 Diversification7 5.0 POSSIBLE SOLUTIONS & STRATEGIES.8 7.0 CONCLUSION9 8.0 APPENDICES11 Appendix 1: Porters 5 Forces11 Appendix 3: Luxury Goods Group & Brands Top Ten Competitors13 Appendix 4: Industry Map*.14 Appendix 5: Financial Performance14 Appendix 6: PESTLE Analysis15 Appendix 7: SWOT Analysis16 Appendix 8: Evaluating industry Attractiveness and Competitive strength19 Appendix 9: A Nine Cell Industry Attractiveness-Competitive Matrix20 Appendix 10: Cross Business Strategic Fits20 Appendix 11: Evaluating the Strategy of a Diversified Company21 Appendix 12: LVMH's Timeline of Mergers and Acquisitions24 9.0 REFERENCES25 1.0 Executive Summary The aim of this paper is to discuss the key strategic issues that LVMH face and establish some future recommendations that can be implemented in order for LVMH to remain successful in the luxury industry. In order to determine the key strategic issues a number of analysis tools were applied to the case study; they include Porter's 5 forces model, SWOT analysis and PESTEL. It was found that the key strategic issues that LVMH face centred on diversification and vertical integration. A number of strategies have been proposed to offer some recommendations to LVMH, they namely in restructuring their...
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...for 79% of category sale * 1977- shift from aerosol to direct application forms primarily roll-ons * 1983- consumer were shifting from roll-ons to sticks and solids | Aerosols | Roll-Ons | Sticks | Solids | other | Total | % of total | 27 | 30 | 16 | 22 | 5 | 100 | change vs 1982 | -3% | -3% | 6% | 21% | -14% | 2% | 1983 US Deodorant/ Antiperspirant Unit volume * By 1983- 93% American females and 87% males used Deodorant/ Antiperspirant * Users were extremely form loyal - Dry Idea * Launched in late 1970s, Dry Idea was a Unisex brand * 2 consumer benefits were given by it- * Improved dryness protection * A dry-feeling application * Market share of Dry idea declining in 1983 * Premium pricing – supported by trade promotion and national advertising Competitors * US market was dominated by six manufacturers * Proctor and Gamble (Secret and Sure brands) * Gillette (Right Guard, Dry Idea, Soft & Dri) *...
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...the major strategic and ethical issues faced by Colgate in its partnership with Hawley and Hazel. Answer: Colgate made the decision to acquire fifty percent of Hawley and Hazel as a way to quickly get a large share of the Asian market without having to build its own plant. Strategic issues included increased growth, sales activity, and profits. The ethical issue confronting Colgate was that it promoted the brand label “Darkie” toothpaste in foreign markets. The use of Al Jolson to promote the product brand “Darkie” had ethical and legal repercussions for Colgate and Hawley and Hazel. This campaign was widely criticized in the United States, and Colgate was forced to develop a strategy to repair the damage it suffered with consumer perceptions of the product brand “Darkie” toothpaste. Colgate proposed that the brand name be changed to Darlie, Darbie, Hawley, or Dakkie, and that a new logo be developed that included a dark, nondescript silhouette and a well-dressed black man. 2. What do you think Colgate should have done to handle the situation? Answer: I think, Colgate should have been more aware of the implications of the product and its marketing campaign from the start. Once the problem became apparent, Colgate should have moved quickly to make changes to both the product name and the promotional campaign associated with it. 3. Is it possible for Colgate and Hawley and Hazel to change the toothpaste’s advertising without sacrificing consumer brand loyalty...
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...Gujarat Technological University MBA Semester - IV Syllabus for MBA Programme effective from the Academic Year 2009-10 onwards The course curriculum and syllabus for MBA of Gujarat Technological University are devised considering the norms of AICTE/UGC. While preparing the syllabus, the syllabi of different national level universities/institutions have been taken into account. This syllabus has endeavoured to strike a balance between theory and practice and classic and contemporary concepts. The MBA programme of Gujarat Technological University (GTU) will be conducted on a semester basis with four semesters spread over two academic years. The duration of each semester will be around 15 weeks. In each semester there will be seven courses/subjects. In the first year all the 14 courses are compulsory. In the second year there will be three types of courses, namely, compulsory, electives and sectorial specialisation. The MBA programme will have four electives, namely, Marketing, Finance, Human Resource and Information Systems. A student can choose any one of the four electives. There will be five sectorial specialization areas, namely, Retail, Pharmaceutical and Healthcare, Rural and Cooperatives, Public Systems and Policy, and Banking and Insurance. A candidate has to opt for one of the sectorial areas. In each semester of the second year there will be three compulsory courses, three electives and one sectorial course, thus making a total of six compulsory courses, six elective...
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...profits. In this short writing assignment I will try to evaluate this brands philanthropic activity and distinguish strategic philanthropy examples from not so strategic ones. First of all, I would like to mention few strategic philanthropy examples, which were mentioned in the book: * “Since 1992 we have been working with CARE International, a global humanitarian organization, to help alleviate poverty and create long-term solutions (such as sustainable community health services, primary education programs and village banking networks) in coffee-growing communities”. (p. 174) * “Starbucks staff also offered their creative talents to develop new brand identity and marketing materials – something that has helped raise the visibility of the organization”. (p. 168) In my opinion, those citations, quite well illustrating the strategic philanthropy in Starbucks company. First citation is about coffee-growing families who were supported by the Starbucks in order to provide them a highest-quality coffee in the world. In other words, Starbucks are investing in their quality of coffee. The second citation is also a good example how to advertise your brand and have free advertisement by offering for creative talents to develop new brand. In short conclusion, we could say that Starbucks are doing well in strategic philanthropy field. Simas Butkus E&P Also, I would like to mention some not so strategic philanthropy examples of Starbucks: * “The foundation is dedicated...
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...Stimulate demand | * Reminds and reinforce | * Introduce product and brands * Create brand image | * Communicate function/benefits of product | * Provide information * Persuade | * Build awareness of products and brands | * Can reach large audiences | | * Importance of Advertising: * Assist in communication, persuasion and interaction. * Helps to establish brand equity. * Used to build brand image/identity. Consumer Push and Pull Marketplace * Advertising has changed due to shifting media preferences & expenditure and the changing advertising agency structure. It has turned from a linear marketer controlled process into an interaction. * Strategies for consumer power online: * Control over relationship * Information as power * Aggregation * Participation * Push and Pull Model: * Push – “Taking the product to the consumer” * Pull – “Getting the consumer to come to you” New Rules of Engagement with Consumers New Rules of Engagement with Consumers Integrated Marketing Communication * Old Definition: A concept of marketing communications planning, that recognises the added value of a comprehensive plan, that evaluates the strategic roles of a variety of communication. * New Definition: Develop, execute and evaluate coordinated, measureable, persuasive brand communication programs overtime with consumers, customers, prospects, employees...
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...THE TALENT THRUST FOR ACHIEVING EXPONENTIAL GROWTH September 2007 Introduction This paper outlines the people strategy that can be adopted by a people intensive company that is looking at achieving exponential growth in revenues and business. To illustrate this better, an example of a mid cap IT Company has been taken. The IT Company is focused on meeting the challenges omnipresent in the business environment detailed in the paper, while ensuring the goals of the organization are achieved. The company has set itself very ambitious goals. Achieving these goals would require leveraging of its talent pool. The Context Industry Scenario According to the annual NASSCOM Survey on performance of the IT Software and Services Industry in India, the Indian IT – ITES industry recorded an overall growth of 30.7% as against a projected growth of 27%. They clocked revenues of USD 39.6 billion in FY 06 – 07 up from USD 30.3 billion in FY 05 – 06. The survey also projects that this industry will grow by 24 – 27% whereby revenues will be in the range of USD 49 – 50 billion in FY 08. While India continues to be the preferred destination for Global IT sourcing, due to its talent pool, top quality management and security and quality focus, there are certain challenges that IT organizations need to address immediately. Some of the immediate challenges would include the rupee appreciation, sustainability of available talent, infrastructure development and sustenance of a positive regulatory...
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