51155631 iim shillong brand management
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IIM Shillong
Brand Management
December 8, 2009
Charanpreet SinghAssociate Dean
Praxis Business School
Click to edit Mastertitle style
mailto:[email protected]:[email protected] -
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Brand PersonalityWells Fargo
David A. Aaker, a former professor of
marketing strategy at Berkeley and vice
chairman of Prophet Brand, wrote in his
bookManagingBrandEquity:A study of banks in California confirmed
that their associations are very similar ...
Nothing distinctive -- with the exception of
WellsFargo, which has had a host of
associations going along with their
ubiquitous stagecoach. In an industry in
which similarity is the norm, the stagecoach
is an enormous asset, in part because of the
richness of the concept, In addition to
providing associations with the Old West,horses, and the gold rush, it also
effortlessly is linked to reliability in the
face of adversity, adventurousness,
independence, and even building a new
society out of wilderness.
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Technology Impact onMarketing
E. Jerome McCarthys concept of
4Ps, now being redefined
Product: Consumer wants to
shape them (produce what can
be sold)Price: Discovered (free canmake money, Google)
Place: Physical to virtualPromotion: Non-personal mass
driven to engaging one-on-one -
CRM
Technology Impact on
Marketing
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Technology Impact onBrand Management
Consumers love to talk back
Lifesavers got 400,000 votes for keeping
the pineapple flavour.
Consumers are control freaks power fromgiving inputs
Brands are virtual
Sara Lee has sold off most of its
factoriesNike does not make sneakers
Sims
allows to create a family on-line
and then take care of it
obviously brands get involved
Technology Impact on Brand
Management
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Its a business strategy.
Its about how you
engage
transact
fulfill
service
Its about how you collect anduse
intelligence to unify points of
contact in order to optimizeyour
customers experience.
customer relationship
management
focus on the customer
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Property of Hewlett-Packard - Do not copy or distr
check if yes
Are your core products orservices at risk of beingcommoditized?
Are your customers demandingthat you provide anytime,anywhere, anywaycapabilities?
Is there a significant difference
in the value of your bestcustomers vs. your averagecustomers?
Are you finding the need tocustomize or personalizeproducts and services?
Do you have a premium brandto protect?
Are there competitors in yourmarket who are attempting to
change the rules of thegame?
is it time to getserious
about CRM?
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Marketing withoutMarketing
How to
make brand successes appearlike serendipitous accidents
let go of the fallacy that brand
belongs to you, not to themarket
co-create by collaborating with
your consumers
Brand Hijack
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Marketing without Marketing
How to
inspire customer loyalty, not
customer retention
embrace the value of being
surprising and imperfect
Brand Hijack
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Marketing withoutMarketing
How did Starbucks, eBay build
billion $ valuations withoutleading with a quintessential
advertising campaign?
Brand Hijackingthe art of commandeerin a brand
Brand Hijack
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Brand Hijack
- a complex orchestration of
Brand Hijack
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Shawn Fanning did not want to
revolutionize the music
industry and invent file sharing
- wanted to know how to et
Brand Hijack
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Provided a blank canvas
users could make a neutral
infrastructure their own
Brand Hijack
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15/126Property of Hewlett-Packard - Do not copy or distrTechnology enables the Hijack
The Web 2.0phenomenon
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Brand Hijack
the marketers guide
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Brand Hijack
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Brand Hijack
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Brand Hijack
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Brand Hijack
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Brand Hijack
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Property of Hewlett-Packard - Do not copy or distr
Brand Hijack
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Property of Hewlett-Packard - Do not copy or distr
Brand Hijack
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Property of Hewlett-Packard - Do not copy or distr
Brand Hijack
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Brand Hijack
Marketing as a catalyst forcultural development
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Today we will talkabout.
Measuring BrandPerformance
Brand Tracking
Methods of Brand Tracking
Quantitative
Young & Rubicams BAV J. Aakers Brand
Personality
Kapferers Brand Prism
QualitativeProjective techniques
Laddering method
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Measuring BrandPerformance
Brand Tracking
Three components:
Brand Knowledge
Brand Equity premiumchargeable/ highernumbers
Brand Value rupeevalue if the brand issold or franchised
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Brand Tracking
Brand Knowledge
Has two components:
1.Brand Awareness does theconsumer know about thebrand?
2. Brand Image what doesthe consumer associate withthe brand?
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Brand Tracking
Brand Knowledge
Kellers Pyramid
Level 1: Brand Awareness
Level 2: Brand Image
Level 3: Brand Evaluation
Level 4: Brand Loyalty
Few brands reach Level 4
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Brand Tracking
Brand Knowledge
Brand Awareness has twodimensions:
1. Depth (Top-of-mind,unaided, aided recall)
2. Breadth (length oftime)
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Brand Knowledge
Kellers Brand Pyramid
Brand Evaluation has twodimensions:
1. Functional: Brand Valueand Credibility
2. Emotional: Selfconcept, feelings, socialapproval and empathy
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Kellers Brand Knowledge Pyramid
Brand Knowledge
Brand
AwarenessBrand Image Brand Evaluation Brand Loyalty
Depth Breadth
Functional Emotional Funct Emot EmotFunct
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Measuring BrandPerformance
Young & Rubicams BrandAsset Valuator
Attempts to measure:
Brand Stature
The current strength of thebrand
rand Vitality
The potential for growth
oung u cam s ran
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Measuring BrandPerformance
gAsset Valuator
Brand stature measuresthe current strength ofthe brand and dependson:
Knowledge how wellconsumers know thebrand
Esteem - how highlyconsumers regard thebrand.
Y & R bi B d
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Measuring BrandPerformance
Young & Rubicams BrandAsset Valuator
Brand vitality measuresthe growth potential of abrand and depends on:
Differentiation howdistinct the brand is
Relevance -appropriateness to thetarget consumer
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Young & Rubicams Brand
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Measuring BrandPerformance
Young & Rubicam s BrandAsset Valuator
Methodology
nce the responses alongthe four dimensions aremeasured, we have the
scores of the brandacross the fourdimensions
he Stature and Vitalitymeasures translate into a2*2 matrix with 4quadrants
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Measuring Brand PerformanceY & R BAV Matrix
Brand Stature
4
Low, Low
2
Low, High1
High, High
3
High, Low
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Measuring BrandPerformance
uadrant 2
ow Stature, High Vitality
nterpretation:
merging Brand
omparative strength is
measured by knowledgeand esteem scores knowledge score is morefundamental
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Young & Rubicams Brand
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Measuring BrandPerformance
ou g & ub ca s a dAsset Valuator
nderstanding what thescores tell you .
elevance:
igh relevance meansyour need-identificationis spot-on the first
building block is in place
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Asset Valuator
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Measuring BrandPerformance nderstanding what thescores tell you .
mplication of HighRelevance, LowDifferentiation
our need identification isstrong, but competitors
offerings are seen to be
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Measuring BrandPerformance
nderstanding what the
scores tell you .
mplication of HighRelevance, LowDifferentiation
he Prescription:
ont tinker with thepositioning - concentrate
on the clarity of
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Measuring BrandPerformance
Young & Rubicams Brand
Asset Valuator
Clarity of communication
SAFFOLA
SURF EXCEL
ASIAN PAINTS APEX ULTIMA
HAPPYDENT
FEVICOL
Asset Valuator
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Measuring BrandPerformance nderstanding what thescores tell you .
mplication of LowRelevance, HighDifferentiation
onsumers clearly see itas different fromcompetition, but do notrelate to the benefit or
image portrayed by it
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Measuring BrandPerformance
nderstanding what the
scores tell you .
mplication of LowRelevance, HighDifferentiation
rescription:
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Asset Valuator
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Measuring BrandPerformance
Understanding what the
scores tell you
he Esteem score tells youhow well the brand is
regarded and respected
unction of:
he way the brand hasconducted itself on the
value attribute reality
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Measuring BrandPerformance
Young & Rubicams BrandAsset Valuator
Understanding what thescores tell you
igh knowledge, lowesteem:
he brand personality isnot reinforced, or hasundesired attributes
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Measuring BrandPerformance
Young & Rubicams BrandAsset Valuator
The BAV model couldthrow up results thatlead us to the softer
aspect of the brand theBrand Personality
Measures of BrandPersonality
Jennifer Aakers model
Kepferers Brand Prism
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The Aakers Model of
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Measuring BrandPerformance
Brand Personality
Sincerity, measured by
whether the brand isseen as:
Honest
Wholesome
Down to earth
Cheerful
Kapil Dev
The Aakers Model ofB d P lit
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Measuring BrandPerformance
Brand Personality
Excitement, measuredby whether the brand isseen as:
Daring
Spirited
Imaginative
Up to date /
contemporary
Dhoni
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Measuring BrandPerformance
The Aakers Model ofBrand Personality
Competence, measuredby whether the brand isseen as:
Reliable
Intelligent
Successful
Rahul Dravid
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Measuring BrandPerformance
The Aakers Model ofBrand Personality
Sophistication,measured by whetherthe brand is seen as:
Upper class
Charming
Tiger Pataudi
Imran Khan
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Measuring BrandPerformance
The Aakers Model ofBrand Personality
Ruggedness, measuredby whether the brand isseen as:
Tough
Outdoorsy
Yuvraj Singh
Andrew Symonds
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Measuring BrandPerformance
The Aakers Model of
Brand Personality
Aakers model haslimitations:
personification of brandsis restrictive - a brand
possesses dimensionswhich one may or maynot be able to personify
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Kapferers Brand Prism
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Kapferers Brand Prism
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Measuring BrandPerformance
Kapferers Brand IdentityPrism
Physical facet (External):
Packaging
Color
Product look & feel
May be prominent or
dormant
Is the first stage inbrand construction
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Kapferers Brand IdentityP i
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Measuring BrandPerformance
Prism
Brand Relationship(external):
More relevant to b2band services and dealswith the quality oftransactions.
Trust, commitment arethe key variables.
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Kapferers Brand IdentityP i
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Measuring BrandPerformance
Prism
Brand Culture (internal):
Culture is a deep-seatedfacet and implies asystem of values, asource of inspiration,
brand energy.
Cultural moorings:urban/ rural/ Indian/global
Fosters, Rolex, Ceylontea, Kitchens of India,e-choupal
The Worlds Local Bank
K f B d Id tit
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Measuring BrandPerformance
Kapferers Brand IdentityPrism
Reflected consumer(external):
Whom is the brand seenas targeted to and theimage of the targetwhich the brand offersto the public
Marlboro, Raymonds,Open Source Software
Kapferers Brand IdentityPrism
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Measuring BrandPerformance
Prism
Consumer Mentalisation(internal):
If reflection is thetargets outward mirror,the self-image is thetargets own internalmirror
Through our attitudetowards certain brands,
we develop a certaintype of innerrelationship withourselves
Marlboro, Raymonds,
Kapferers Brand Identity
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Measuring BrandPerformance
Kapferer s Brand IdentityPrism
The identity prism putsthe brand under themicroscope of each ofits facets
Comes up withdiagnoses - useful when
brand identity prismsare worked out forcompetitors
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Measuring BrandPerformance
Qualitative Methods ofmeasuring brand
performance
Projective Techniques
Laddering
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Personal values
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Measuring BrandPerformance
research:
Macro (sociology):
standard surveyresearch methodologycombined with aclassification scheme tocategorize respondentsinto predeterminedclusters or groups
VALs Values, Attitudesand Lifestyles -methodology of the
Stanford Research
Personal values
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Measuring BrandPerformance
Personal valuesresearch:
Macro (sociology):VALs
Administer an intervalscaled instrument witha series of questions onVALs
Cluster the respondents
by running a clusteranalysis and givenames to each cluster(belonger, emulator, Iam me, achiever)
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Personal values
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Measuring BrandPerformance
Personal valuesresearch
Micro (psychology):
Means-end theory(Gutman 1982)
linkages between the
attributes that exist inproducts (the "means"),
the consequences forthe consumer provided
by the attributes,
and the personal values(the ends) theconsequences reinforce
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Measuring BrandPerformance
Means-end theory
Consequences (C)
The power of the bikecould lead to the
consequences of:It goes faster (speed)
It is sturdier (power =sturdiness)
It goes long distances
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Measuring BrandPerformance
Means-end theory
Consequences (C)
The consequence of itgoes faster couldfurther be:
You will zip past yourfriends and classmates.
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Measuring BrandPerformance
Means-end theory
Consequences
The consequences of itis sturdier couldfurther be:
It will last longer
It will have lowermaintenance
Means end theory
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Measuring BrandPerformance
Means-end theory
Values
The values of it will last
longer and will havelower maintenancecould be:
Pride in being careful
about the money spent -vfm buyer
Means end theory
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Measuring BrandPerformance
Means-end theory
Consequences
The consequence of it
goes long distancescould be that
As a sales executive,you could cover more
territory and achievehigher sales.
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Laddering
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Measuring BrandPerformance Laddering refers to anin-depth, one-on-one
interviewing techniqueused to develop anunderstanding of howconsumers translate theattributes of productsinto meaningfulassociations with
respect to self,following the Means-End Theory
Laddering
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Measuring BrandPerformance a tailored interviewingformat using primarily a
series of directedprobes, typified by theWhy is that importantto you? question
goal of determining setsof linkages between thekey perceptual elementsacross the range ofattributes (A),consequences (C), andvalues (V).
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Measuring Brand
Performance
Laddering
provides a perspective onhow product informationis processed from a
motivational perspective- the underlying reasonswhy an attribute or aconsequence isimportant can beuncovered
Laddering
the following ladder, startingith b i di ti ti
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Measuring Brand
Performance
with a basic distinctionbetween types of snackchips, represents part of the
data collection from a singlesubject in a salty-snackstudy:
(V) self-esteemI
(C) better figureI
(C) dont get fat
I(C) eat lessI
(A) strong tasteI
(A) flavored chip
Laddering
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Measuring Brand
Performance Data CollectionOne-on-one interviews.Typical question is: whyis that important to
you?
Lets go through an
example - the productclass chosen is WineCoolers
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Laddering
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Measuring Brand
Performance
Laddering
Data Analysis
The summary ladder for(1) is:
V: sense of belonging
(part of the group)C: socialize
C: avoid getting drunk(wasted)
A: less alcohol/filling
n erv ewer: ou sa you pre er a coo er w en you ge omeafter work because of the full-bodied taste. Whats so good about afull-bodied taste after work?
Respondent: I like it I work hard and it feels good to drink
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Respondent: I like it. I work hard and it feels good to drinksomething satisfying.
Interviewer: Why is a satisfying drink important to you after work? Respondent: Because it is. I just enjoy it.
Interviewer: What would you drink if you didnt have a cooleravailable to you? (*)
Respondent: Probably a light beer.
Interviewer: Whats better about a wine cooler as opposed to alight beer when you get home after work?
Respondent: Well, if I start drinking beer, I have a hard timestopping. I just continue on into the night. But with coolers I getfilled up and its easy to stop. Plus, I tend to not eat as much
dinner.
Interviewer: So why is continuing to drink into the eveningsomething you dont want to do?
Respondent: Well, if I keep drinking I generally fall asleep prettyearly and I dont get a chance to talk to my wife after the kids go to
bed. She works hard with the house and the kids all dayand its
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Laddering
D A l i
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Measuring Brand
Performance
Data Analysis
The summary ladder for(3) is:
V responsibility tofamily
C waste money
C throw it away (dontdrink all of it)
C gets warmC too much to drink
A larger size
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Laddering
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Measuring Brand
Performance Data AnalysisThe summary ladder for
(4) is:
V like my coworkers(belonging)C sophisticated image
C more feminineA bottle shapeA fancy label
5. Third-person Probe (*)
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Interviewer: You mentioned you drink wine coolers at parties at yourfriends house. Why do you drink them there?Respondent: Just because they have them.
Interviewer: Why not drink something else?Respondent: I just like drinking coolers.
Interviewer: Whydo you think your friends have them at parties? (*)Respondent: I guess they want to impress us because wine coolers areexpensive.They relate quality to how expensive it is.
Interviewer: Why do they want to impress others?Respondent: Since coolers are new, they are almost like a status
symbol.
Interviewer So what is the value to them ofhaving a status symbol?Respondent: My friends always like to do one better than anyone else.Its probably related to their self-esteem.
Laddering
D t A l i
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Measuring Brand
Performance
Data Analysis
The summary ladder for(5) is:
V self-esteem
C status symbolC impress (others)
C quality
A expensive
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Laddering
Data Analysis
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Measuring Brand
Performance
Data Analysis
The summary ladder for
(6) is:
V completing a chore
(accomplishment)C rewardC thirst-quenchingC refreshing
A crispA carbonation
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Table 1: Summary Content Codes forHypothetical Wine Cooler Example
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Values(20) Accomplishment(21) Family(22) Belonging(23) Self-esteemConsequences
8) Quality9) Filling(10) Refreshing(11) Consume less(12) Thirst-quenching(13) More feminine
(14) Avoid negatives(15) Avoid waste(16) Reward(17) Sophisticated(18) Impress others(19) Socialize
Attributes
1) Carbonation2) Crisp3) Expensive4) Label5) Bottle shape6) Less alcohol
7) Smaller
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Laddering
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Measuring Brand
Performance
Positioning
We obtain the 4segments
We also get cues on thecombinations of
attributes andconsequences leading tothese segments
We can position andcommunicate ourpositioning accordingly
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Laddering
C b d f
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Measuring Brand
Performance
Can be used for:
(1)segmenting consumers with respect to their
values orientations for aproduct class or brand;
(2)for assessing brands or
products in a fashion similarto the use of more traditionalratings;
(3)evaluating competitiveadvertising; and
(4)as a basis for developingadvertising strategies
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