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Summary Branding (March 2022) lectures + literature
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Summary Branding (2022), including required literature, lectures and knowledge clips, week 1-6.
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Summary Branding Week 1-6 2022Week 1: Brand Value
Brand Value Chain (Keller, 2016; KC1.2)
The brand value chain model was designed
to help marketers trace the value creation
process to better understand the financial
impact of marketing expenditures and
investments to create loyal customers and
strong brands.
➔ The idea of value of a brand goes to
different stages.
o Marketing program investment:
brand value creation begins when
investments in the marketing
program are done to develop the
brand (= brand building)
o Customer mindset: this marketing activity changes customers’ mindsets – what customers
think and feel that becomes linked to the brand (= customer-based brand equity)
o Market performance: these customers’ mindsets affect buying behaviour and how they
respond to all subsequent marketing activity and the result market share and profitability of
the brand (= financial brand equity)
o Shareholder value: this market performance is used to assess shareholder value in general (=
shareholder value); the jump from the brand to the cooperation, e.g. Coca Cola brand to
Coca Cola Enterprise.
➔ No direct links: there are always multipliers and filters that make it more difficult to figure out
what the impact is on every single stage on the following stage.
The model also assumes that three multiplier or filters moderate the transfer between these four
value stages (increasing/decreasing value):
• Program multiplier
• Customer multiplier
• Market multiplier
Customer-Based Brand Equity (Keller, 2016; KC1.3)
Customer-based Brand Equity (CBBE): the differential effect that brand knowledge has on customer
response to brand marketing activity. This is characterized by three dimensions:
• Differential effects created by a brand.
• Brand knowledge; any type of mental brand association
• Response to a wide variety of different marketing and other variables for the brand as the
basis or outcomes of those differential effects.
Building customer-based brand equity is defined in terms of three activities:
• Choosing brand identities or elements
• Designing and implementing marketing activities themselves
• Leveraging secondary associations by linking the brand to something (person, place, thing)
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,At the very core of CBBE is brand knowledge, which can
be viewed from the perspective of an associative
network memory model → how information is
organized in the brain of human-beings: nodes (pieces of
stored information) are connected to other nodes by
links (strength of association between nodes).
Brands also have associative networks: if
multiple people share the same associations, a
shift occurs from an individual associative
network to an aggregated associative network.
CBBE/Brand Resonance Model (Keller, 2016; KC1.3)
The brand resonance model focuses on key dimensions of brand knowledge and how they affected
consumer-brand relationships. The model outlines different branding stages to show how consumers
form relationships with brands (5As):
1. Salience (brand awareness): how easily is the brand activated in the mind of the consumer;
the extent to which the brand is thought of easily and often → breadth and depth of brand
awareness.
2. Image (associations): the associative
network: brand meaning (descriptive). Once
the brand is activated, what other nodes
are activated too. Distinction between
performance and imagery.
3. Judgments/feelings (attitudes): evaluation,
we do this automatically: brand responses
(evaluative). Distinction between judgments
and feelings (rational route vs. emotional
route).
4. Resonance (attachment & activity): the extent to which a consumer feels he is “in synch”
with the brand. It is about creating strong bonds with the brand (attachment) and about
whether consumers are willing to invest time, energy, money, etc. in the brand (active
engagement).
Two implications of the pyramid:
- Every single level builds on a previous level. It is impossible to build a level if you haven’t built
the previous level.
- It is more difficult to come at the top (narrow
at the top). Creating salience at such is not so
difficult, but it makes it more difficult to come
to the next level.
Integrated overview models
Start with brand value chain model to understand how
value is created in different stages. Then you zoom in
on the second level (customer mindset) → brand
resonance model. The brand resonance model is more
elaborative about what the customer mindset is. Then
zoom in on the second and third level → brand
2
,positioning model. A distinction is made between points-of-difference (PODs) (brands have
advantages) and points-of-parity (POPs) (brands break even in other areas with respect to
competitors).
Different models and concepts are related to each other.
Pyramid Levels (KC1.4)
1.1 Brand Awareness
What does it take before the brand light goes on; before the nodes are activated. Distinction
between:
o Recall: how likely people are to remember the brand.
o Recognition: the ability to recognize a brand without explicitly being exposed to its name,
but merely to visual or auditory cues (primary brand elements, logo, etc.).
o Measurement: recognition rates tend to be higher than recall rates, but one is not
more important than the other.
o Depth: speed and ease to which the brand comes to mind.
o Breadth: the range of situations in which the brand comes to mind.
1.2 Brand Associations
Once the brand is activated, what other things come into mind. Composition of associative network:
nodes (which associations) and links (connections). There can be functional and symbolic associations
(left and right side of pyramid).
1.3 Brand Attitude
Some kind of evaluation → “what comes to mind when you think of a brand?” They can have a
direction (positive/negative); which goes automatically. Eventually, it leads to an “overall brand
evaluation” → mental response to a brand, judgements and feelings, attitudes towards brand.
1.4 Brand Resonance
The brand “resonates”, “vibrates”; not just an attitude, but a relationship with the brand. Different
terminology: consumer-brand relationship, “brandship”, brand love.
Hyperconnectivity and branding (Swaminathan et al., 2020)
Hyperconnectivity: “the proliferation of networks of people, devices, and other entities, as well as
the continuous access to other people, machines, and organizations, regardless of time or location.”
It has led to two major changes in branding:
• Blurring of brand boundaries: brands are shifting away from single to shared ownership, as
heightened access to information and people is allowing more stakeholder to cocreate brand
experiences and brand meanings alongside traditional brand owners.
• Broadening of brand boundaries: existing brands can expand their geographic reach and
societal roles → easily reach multiple stakeholders around the world. Companies are also
feeling the pressure to act in a sustainable manner; new responsibilities.
➔ To help establish a new branding paradigm that accounts for these changes, the following
questions are addressed: 1) What are the roles and functions of brands?; 2) How is brand value
(co)created?; 3) How should brands be managed?
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, Branding in an interactive marketplace (Schultz, 2016)
This article questions whether existing tools are as relevant as they were in the “golden age” of
branding, which seems to have taken place in the latter half of the 20th century.
The findings clearly indicate that manufacturer brand preference is declining, store brand preference
is essentially flat and consumers’ NBP (No Brand Preference) has grown considerably during the
study period.
Six new areas of brand research are discussed that need to be developed to either match up with or
replace some of the traditional concepts that may have served their time:
• Shift to behavioral data: traditional brand research focused on how consumers capture,
store away, and use brand information → behavioral data provides real-world and real-time
information on what consumers actually do.
• Longitudinal analysis: too much focus on one-time, non-replicated, and experimental
research → need for a longitudinal view of what has happened over time.
• Networked systems: in a networked world, everything is easily connected to almost
everything else → brands should engage and embrace the networked world; currently they
are not common language in marketing, communication, or branding.
• Multidimensional models: view brands as multi-dimensional factors, models, and systems
that are dynamic and every-changing → brands are multi-dimensional and have depth,
breadth, length, scope, density, and so on.
• Financial focus: brand must serve as a basic resource and income producer, and create
financial value for the brand-owner.
• Connections to/inclusion of other organizations in brand (development): thinking of how
brands can be built and maintained using new forms of communication, such as the internet,
digital and social media, and so on → brands are the future of all marketing activities; greater
focus on building more personal and individual brands in the future.
Seminar 1: Consumer Insights & Brand Positioning
Consumer insight: a non-obvious understanding of your customer which has the potential to change
their behaviour for mutual benefits.
Four things in common (Sawhney, 2004):
• “A fresh and non-obvious/not-yet obvious
• Way of understanding customer needs and behaviours
• Or more importantly: customer frustrations
• That can become the basis for a business opportunity.”
It needs to be something that hasn’t thought of before (feels both surprising and obvious at the same
time), but once you come to realize, it makes you exclaim “of course”. It needs to be novel enough to
be interesting for customers.
4Ws: Sawhney paraphrased
• What do they (not) do/want?
o Understanding non-customers of brand/category → explore barriers/frustrations to
consumption (something that is holding you back from consumption)
• Why do they (not) do/want it?
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