Brand Management

12 Key excerpts on "Brand Management"

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  Ink & Insights: Mastering Business Coaching in the Digital Age

  • Irene Määttänen(Author)
  • 2024(Publication Date)
  • Books on Demand

    (Publisher)

  Overview of Brand Management

  Brand Management, as described by Keller in Strategic Brand Management (2022), is the process of creating, developing, and supervising the progress of a brand. It involves the strategic positioning of a brand in the market, the establishment of a strong brand identity, and consistently managing the brand's image and relationships with customers. Aaker and Joachimsthaler, in their book Brand Leadership (2020), further emphasize that Brand Management is not just about managing outward symbols like logos and slogans but also about aligning the brand values and culture with the market demands and expectations. This holistic approach ensures that a brand resonates with its audience, builds loyalty, and sustains its market position.

  Importance in the Current Market Scenario

  In today's fast-paced and highly competitive market environment, the role of Brand Management has become more critical than ever. The digital revolution and the proliferation of social media platforms have changed how brands interact with their customers. Kapferer highlights in The New Strategic Brand Management (2021) that brands compete for market share and attention in today's cluttered digital landscape. Effective Brand Management helps differentiate a brand, create a unique identity, and build a solid emotional connection with the customers. In an era of information overload, a well-managed brand stands out and creates lasting impressions, as noted by Schmitt in Experiential Marketing (2023). This is crucial for both attracting new customers and retaining existing ones.

  Thesis Statement

  This essay aims to delve into the intricacies of Brand Management in the contemporary business environment, examining how it has evolved to meet consumer expectations and technological advancements. Drawing upon various academic sources and industry examples, the essay will explore successful brands' strategies to maintain relevance and competitiveness. The thesis posits that in the current market scenario, effective Brand Management is a vital component for business success, playing a pivotal role in shaping customer perceptions, driving brand loyalty, and, ultimately, contributing to the brand's long-term sustainability.

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  Marketing Management

  A Value-Creation Process

  • Alain Jolibert, Hans Mühlbacher, Laurent Flores, Pierre-Louis Dubois(Authors)
  • 2017(Publication Date)
  • Red Globe Press

    (Publisher)

  Depending on the perspective taken by brand managers, brand building and brand monitoring will be executed in different ways. Branding refers to all activities of an organization, its stakeholders and competitors that focus on creating, generating, influencing and using/consuming the value of the organization and its exchange offer(s). In strategic branding, management • searches for, determines and disseminates their objectives concerning the brand to all members of their organization, • defines the intended meaning of the brand to the various stakeholders, the central intended manifestations of brand meaning and the most important intended partners in creating and generating the intended meaning, • lays the foundations for coherently developing, acquiring or making available the capabilities to support the development of intended brand meaning, manifestations and relationships with important branding partners, • allocates scarce resources of their organization in a coordinated way and STRATEGIC BRANDING 175 • monitors the outcomes of the above mentioned activities. Strategic branding is central to the long-term survival of an organization because strong brands are • valuable, in the sense of positively attracting stakeholders who possess skills and resources that are important for carrying out the mission of the organization and • impossible to imitate because of their specific meanings. Further reading Holt, D.B. and D. Cameron (2010), Cultural Strategy: Using Innovative Ideologies to Build Breakthrough Brands (Oxford: Oxford University Press). Kapferer, J.-N. (2008), The New Strategic Brand Management: Creating and Sustaining Brand Equity Long Term , 4th edn (London: Kogan Page). Schroeder, J.E. and M. Salzer-Mörling (eds.) (2006), Brand Culture (London: Routledge). Notes and references 1 P. Kotler and G. Armstrong (2006), Principles of Marketing , 11th edn (Englewood Cliffs, NJ: Pearson Prentice-Hall).

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  Brand Aid

  A Quick Reference Guide to Solving Your Branding Problems and Strengthening Your Market Position

  • Brad VanAuken(Author)
  • 2014(Publication Date)
  • AMACOM

    (Publisher)

  total brand experience. If done right, a brand and the experience it delivers transcend the brand’s products and services. In essence, you are selling the brand experience more than anything else. All of this should deliver awareness, relevant differentiation, value, accessibility, and emotional connection—the key components in creating brand insistence.

  Ultimately, strong brand equity should result in price premiums, decreased price sensitivity, increased consumer loyalty, increased flexibility for future growth, increased market share, and increased shareholder value.

  THE MOST IMPORTANT TASKS OF A Brand Management FUNCTION

  • Develop and execute brand plans, including brand marketing plans.

  • Build brand awareness.

  • Position the brand for sustainable competitive advantage.

  • Transform the organization’s leadership team into brand champions.

  • Transform all employees into brand champions.

  • Measure and actively manage your brand’s equity.

  • Actively manage the brand’s identity, including enforcement of its guidelines and standards.

  • Legally protect the brand.

  • Always keep the brand customer-focused.

  • Design and implement plans to create emotional connection between your brand and its customers.

  • Develop and execute brand loyalty programs.

  Research That Supports the Brand Management Process

  There are many types of research that aid in the Brand Management process. Some are ongoing, while others are only conducted periodically or as needed. Ongoing research includes brand equity, marketing effectiveness, and competitive monitoring, among other categories of research.

  MONITORING BRAND EQUITY

  Brand equity monitoring should highlight changes in consumers’ attitudes, preferences, and behavior regarding your brand. It should also play a diagnostic role, giving insight into the whys those changes occur. While some brands, such as Coca-Cola, monitor brand equity on an ongoing basis, many brands conduct a more comprehensive brand equity “snapshot” every year or two.

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  Competitive Success

  How Branding Adds Value

  • John A. Davis(Author)
  • 2014(Publication Date)
  • Wiley

    (Publisher)

  Each individual investment improves your home, increases your financial stake and, if the market agrees, enhances the overall value of your home. Of course, as we will see, external factors beyond our control can affect brand value. Management’ s task is organizing and monitoring firm actions (both people and program) to ensure the most effective use of resources so that brand value is enhanced. Tactical Overview Brand strategy is described and supported by the brand development plan. Brand devel- opment planning is the collections of activities marketers use to conceive, plan, develop, implement and, ultimately, measure the value contributed by the brand. These activities are more commonly called tactics. Marketers must ensure their plans and tactics are developed in conjunction with the firm’s strategic and operational planners for proper alignment to occur. The absence of such coordination risks failure to deliver on promises made to the market. Promises are most often in the form of communication, both formal (initiated by the company, such as through advertising) and informal (initiated by consumers, such as through word of mouth), that conveys to consumers what they can expect from the company. The brand development effort will be fully discussed in Chapter 4. Why Branding is Important Marketers are responsible for identifying and attracting valuable customers. A variety of tools are used, from marketing communication to field sales, to accomplish this. But the companies and products that marketers represent compete in a crowded world, filled with a growing number of competitors each seeking customers as well. The challenge marketers face is convincing customers that their company’ s products are best suited for the customer’ s needs, especially as compared to the competitors’ . This is no easy task especially because [Understanding the Importance of Brand] [18] most markets have multiple competitors offering similar high-quality products.

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  Pharmaceuticals-Where's the Brand Logic?

  Branding Lessons and Strategy

  • Giles David Moss(Author)
  • 2016(Publication Date)
  • CRC Press

    (Publisher)

  CONCLUSIONS There is no universal agreement on what constitutes a brand, what branding means as a discipline, or what brand equity provides to an organization, due to a “turf-war” between interested parties, all want- ing to be the experts. What Brand Management should provide is the creation of a difference. Brand identity is a company-driven communication of the associ- ated tangible and intangible benefits, whereas brand image is what the consumer perceives. Brand equity is a set of assets (and liabilities) that include brand name awareness, perceived quality, brand loyalty, and (importantly for pharmaceuticals) brand associations. Brands have to operate within a changing market environment and changing societal culture. Consumers change how they feel about a brand, and marketers change how they position and communicate their brand. Pharmaceutical product brand work identifies four major factors of change within pharmaceutical markets. Those factors are the traditional competitor set, market parameters, market dynamics, and market contradictions. Modern Brand Management has evolved from the classic tactical P&G model in the 1930s to a more modern version that is more stra- tegic and visionary as it starts to deal with more complex brand archi- tectures and a global perspective. Strong brands in the pharmaceutical world could provide many of the same advantages of strong brands in the consumer world. They could create brand equity value for both the customer (physician and patient) and the company. Therefore, pharmaceuticals brand man- agement would become more strategic and practiced at a more senior level. It would need to be suitably analytical to cope with the com- plexity of portfolio management (including the R&D interaction) rather than maintaining an individual product brand focus. Tradi- tional sales and marketing pharmaceutical careers present a potential block to moving to a more strategic Brand Management model.

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  Strategic Marketing Management in Asia

  Case Studies and Lessons across Industries

  • Syed Saad Andaleeb, Khalid Hasan(Authors)
  • 2016(Publication Date)
  • Emerald Group Publishing Limited

    (Publisher)

  10 ▾ Branding and Brand Management Bushan D. Sudhakar Branding is considered by many today as central to marketing. It plays various roles. As a mental impression of a product and/or service, it has a key role of being distinctive and providing differential advantage. From a consumer ’ s perspective, it can facilitate decision making and purchase. Because of the role and importance accorded to branding, two chapters are devoted to this vital marketing activity. This chapter addresses basic concepts and ideas in branding. Chapter 11 provides a more detailed anatomy of branding and the processes involved. Branding is one of the key issues and biggest challenges in corpo-rate and marketing strategies 1 because it creates a “ lens through which the consumers view the product and the firm. ” 2 A product that is not branded is a commodity; while purchasing a commod-ity, one only considers its physical attributes and benefits. It is basically the added dimensions that make a product different from other products that satisfy similar needs. 3 For any consumer, a brand is a product; it identifies the maker or the seller and repre-sents a promise of consistently delivering the features and benefits that consumer ’ s desire from the brand. 4 295 The American Marketing Association 5 defined brand as “ a name, term, sign, symbol, or design, or a combination of these, intended to identify the goods or services of one seller or group of sellers and to differentiate them from competitors. ” This definition answers the what, why, and how aspects of a brand. The “ what ” aspect of a brand is answered by a name, term, sign, symbol, or design, or a combination of them, the “ why ” aspect is answered in terms of its ability to identify the goods or services or a seller or group of sellers, and the “ how ” aspect by the way brands differ-entiate themselves from competitors ( Exhibit 1 ).

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  Direct and Digital Marketing in Practice

  • Brian Thomas, Matthew Housden(Authors)
  • 2017(Publication Date)
  • Bloomsbury Business

    (Publisher)

  INTEGRATED MARKETING COMMUNICATIONS – Brand Management IN THE DIGITAL AGE 189 WHAT MAKES A SUCCESSFUL BRAND? First we need to understand what the brand stands for and how it is differentiated from the competition. This means understanding our customers’ perceptions of the brand, their attitudes to the brand and the benefits that the brand delivers to them, both tangible and intangible. If advertising is a truth told in an interesting way then what links advertising with branding is an attempt to locate and communicate essential ‘truths’ about products and services. The development of most advertising creative work starts with an attempt to understand the core differentiated benefit delivered by the product or the unique selling proposition (USP). Typically this is something that is tangible in the product or that is believable about the product or service or often a combination of the two. So, for example, the idea that Gillette is ‘the best a man can get’ or that Stella Artois allows us to ‘be legacy’ are, if examined outside their commercial context, ridiculous. However, in the context of the category and the brand we willingly suspend disbelief and buy into the promise. The key thing is that the claim is based on, and tested through, consumer research and insight. The brand also has to work for all stakeholders. For example, if staff do not believe the brand promise then it will not be delivered with passion and energy. Internal marketing is important and the brand must be communicated using clear and consistent messages to all audiences including those within the organization, and working on behalf of the organizations, such as channel intermediaries and agencies. This must work to join up the promises made with the delivery of those promises, so systems and processes must also support the brand promise.

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  Brand Management

  Advancing Insights on

  • Paolo Popoli(Author)
  • 2017(Publication Date)
  • IntechOpen

    (Publisher)

  Harvard Business Review. 1955; 33 :33-39 [32] Park CW, Jaworski BJ, Maclnnis DJ. Strategic brand concept-image management. Journal of Marketing. 1986; 50 (4):135-145 [33] de Chernatony L, McWilliam G. The strategic implications of clarifying how marketers interpret ‘brands’. Journal of Marketing Management. 1989; 5 (2):153-171 [34] Kapferer JN. Strategic Brand Management: New Approaches to Creating and Evaluating Brand Equity. New York, NY: The Free Press; 1992 [35] Keller KL. Conceptualizing, measuring, and managing customer-based brand equity. Journal of Marketing. 1993; 57 (1):1-22 [36] Aaker JL. Dimensions of brand personality. Journal of Marketing Research. 1997; 34 (3):347-356 [37] Fournier SM. Consumers and their brands: Developing relationship theory in consumer research. The Journal of Consumer Research. 1998; 24 (4):343-374 [38] King S. Brand-building in the 1990s. Journal of Marketing Management. 1991; 7 (1):3-13 [39] de Chernatony L. Brand Management through narrowing the gap between brand iden -tity and brand reputation. Journal of Marketing Management. 1999; 15 :157-179 [40] Berry LL. Cultivating service brand equity. Journal of the Academy of Marketing Science. 2000; 28 (1):128-137 [41] Muniz Jr AM, Albert M, O’Guinn TC. Brand community. The Journal of Consumer Research. 2001; 27 (4):412-432 [42] Brodie RJ, Whittome JRM, Brush GJ. Investigating the service brand: A customer value perspective. Journal of Business Research. 2009; 62 (3):345-355 [43] Iansiti M, Levien R. Strategy as ecology. Harvard Business Review. 2004; 82 (3):68-78 [44] Payne AF, Storbacka K, Frow P, Knox S. Co-creating brands: Diagnosing and designing the relationship experience. Journal of Business Research. 2009; 62 (3):379-389 [45] Schlenker BR. Self-identification: Toward an integration of the private and public self. In: Baumeister RF, editor. Public Self and Private Self. New York: Springer-Verlag; 1986 [46] Scott SG, Lane VR.

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  Enterprise Marketing Management

  The New Science of Marketing

  • Dave Sutton, Tom Klein(Authors)
  • 2006(Publication Date)
  • Wiley

    (Publisher)

  It represents the structural integrity of the brand, as well as how that brand is built, how it works, and how the components fit together to deliver meaningful benefits to your customers. The brand architecture must define and guide everything and everyone associated with the brand. Everyone means everyone, not just the marketing people. Marketing is too important to remain only in the marketing department. To fully leverage a compelling brand positioning, all of the brand’s activities must focus on the fun- damental marketing objective of increasing profitability. If every 152 ENTERPRISE MARKETING MANAGEMENT segment of an organization understands the value of brand posi- tioning, then every segment can contribute to a significant growth in sales and profits. The brand positioning is the strategic compass by which every program, activity, or initiative that the brand under- takes, whether directly or indirectly relevant to the consumer, must be measured. The concept of brand positioning is so important that it can’t be repeated enough: Any business activity that is inconsistent with the brand positioning is, at best, a waste of resources. At worst, poor marketing management can inadvertently destroy the brand you are attempting to build. Everything about your business communicates a message: what you say, what you don’t say, what you do, what you don’t do. The way your salesperson dresses can say far more about the performance of your business than the multi-million-dollar advertising campaign that you just launched. The condition of your trucks and stores says more than the beautiful billboard advertising. The attitude of the customer service representative in the call center sends a stronger signal than the clever jingle on the radio. Effective marketing encompasses business design and operations as well as communica- tions.

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  Brand Transformation

  Transforming Firm Performance by Disruptive, Pragmatic and Achievable Brand Strategy

  • Keith Glanfield(Author)
  • 2018(Publication Date)
  • Routledge

    (Publisher)

  5Managing corporate brands, an identity perspective

  The management challenge

  When discussing brands and branding, one word crops up time and time again: identity. Marketers, advertising agencies, public relations agencies, management consultants and students all use the term in many different ways. Terms like brand identity, visual identity, corporate visual identity and so on are used interchangeably, often in very ill-defined ways. The term is mostly used in the context of a corporate brand and its influence on stakeholder groups.

  We might say terminology doesn’t really matter so long as the corporate brand is managed effectively! However, if management conversations around the corporate brand are loose, broad and ill-defined, then the outcomes from those conversations are likely to be loose, broad and ill-defined. Including those relating to understanding and articulating a brand’s current position, branding’s potential for future influence in the firm and plans developed to address what needs to be done for brands to evolve and grow.

  Does this really matter? Well, so far we’ve discovered that strong corporate brands significantly and positively influence a firm’s financial performance. They strongly influence return on capital employed, shareholder returns and a firm’s cash flow variability, and they reduce the costs of borrowing debt (financial institutions) and equity (shareholders) finance. We’ve also discovered Brand Management decisions that are not well-thought-out can significantly erode a firm’s brand equity with significant ongoing consequences – decisions such as whether and how to change a firm’s corporate brand structure following its acquisition by or merger with another firm. So to avoid arbitrary decision making and to encourage a structured and relevant debate, a framework is needed to consider the effectiveness of a firm’s corporate brand.

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  Co-creating Brands

  Brand Management from A Co-creative Perspective

  • Nicholas Ind, Holger J. Schmidt(Authors)
  • 2019(Publication Date)
  • Bloomsbury Business

    (Publisher)

  166 CH APTER SE VEN Defining and adjusting brand strategy In this chapter… A brand strategy should be closely inter-connected with the organisational strategy. The two should be mutually supportive, so that the organisational strategy sets the context for the brand strategy and it, in turn, enables the organisational strategy to be realised. The brand strategy indicates what a brand stands for today and in what direction brand managers want to develop the brand in the future. The brand’s identity and its positioning are part of the brand strategy. A brand identity is a summary of the most important connotations associated with the brand and addresses what a brand stands for in the eyes of internal stakeholders. It also asks how it is understood in terms of its image in the eyes of external stakeholders. Under the co-creative perspective, brand identity is not a fixed asset that gets written down once and then remains untouched – a brand’s identity is subject to constant mediation and re-interpretation as the brand’s meaning is co-created by its employees, customers and by others. Nevertheless, brand managers are well advised to clearly define their brand’s identity, because a profound understanding of the brand is needed internally as a starting point from which to stimulate and facilitate the co-creation of brand meaning within certain limits. For the purpose of clarity and for internal purposes (teaching new employees about the brand or briefing an advertising agency, for example), various models exist that show and explain how a brand identity can be formulated in a practical manner. Some of the 167 Defining and adjusting brand strategy models are concrete and some more abstract, but they are widely used by practitioners. A brand’s positioning is based on its identity, but also follows a more tactical approach. A positioning aims to provide continuity of brand experience, adapted to various target groups throughout all brand touch points.

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  Handbook of Marketing

  • Barton A Weitz, Robin Wensley, Barton A Weitz, Robin Wensley(Authors)
  • 2002(Publication Date)
  • SAGE Publications Ltd

    (Publisher)

  The advantages and disadvantages of different marketing activities and their potential interactions must be under-stood so that they can be properly ‘mixed and matched’ and integrated so that the ‘whole can be greater than the sum of the parts.’ MARKETING ACTIVITIES 170 Broader Branding Research It will be especially important for branding research to take a broad perspective and account for all the different forces involved. In particular, it will be important to take a strong internal branding point of view and consider the role of employees and other individuals inside the company in building and managing brand equity. At the same time, it has become harder and harder for companies to ‘go it alone’ with their brands in the marketplace. As a result, it will also be important to take a strong external point of view and consider how brands can ‘borrow’ equity in various ways. These realizations suggest the fourth and fifth lines of research. 4. Consider organizational, ‘internal’ branding issues . A relatively neglected area of branding is prescriptive analysis of how different types of firms should best be organized for Brand Management. Additionally, there needs to be more insight into how to align brand manage-ment within the organization and those efforts directed to existing or prospective customers outside the organization. 5. Obtain greater understanding of how meaning ‘transfers’ to and from brands . As brands are often linked with other entities – people, places, companies, brands, events, etc. – it is important to understand how the knowledge about these other entities impacts brand knowledge. In what ways do the images of country-of-origin or country-of-brand, celebrity spokespeople, retail store, etc. change or supplement the image of a brand? At the same time, it is impor-tant to understand how the meaning of a brand transfers to other brands, products, etc.

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