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Samenvatting artikelen International Brand Management (MAN-MMA035A)
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[Meer zien]Voorbeeld 4 van de 56 pagina's
Voorbeeld 4 van de 56 pagina's
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Door: Mathias • 1 jaar geleden
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International Brand Management – SummaryArticles
Lecture 1 (week 1): Goldfarb (2001) - The Rise Of Lever Brothers and Sunlight Soap.......2
Lecture 2 (week 1): Keller (1993) - Conceptualizing, Measuring, and Managing Customer-
Based Brand Equity............................................................................................................ 5
Lecture 3 (week 2): Thompson et al. (2006) - Emotional branding and the strategic value
of the doppelgänger brand image.....................................................................................13
Lecture 3 (week 2): Warlop et al. (2005) - Distinctive brands cues and memory for product
consumption experiences.................................................................................................16
Lecture 4 (week 2): John et al. (2006) - Brand Concept Maps: a methodology for
identifying brand association networks.............................................................................19
Lecture 5 (week 3): Hughes et al. (2019) - Driving Brand Engagement Through Online
Social Influences: An Empirical Investigation of Sponsored Blogging Campaigns............27
Lecture 5 (week 3): Hewett et al. (2016) - Brand Buzz in the Echoverse..........................32
Lecture 7 (week 4): Malär et al. (2011)- Emotional Brand Attachment and Brand
Personality: The Relative Importance of the Actual and the Ideal Self..............................35
Lecture 7 (week 4): Luffarelli et al. (2019) - The Visual Asymmetry Effect: An Interplay of
Logo Design and Brand Personality on Brand Equity.......................................................39
Lecture 11 (week 6): Monga & John (2010) - What Makes Brands Elastic? The Influence
of Brand Concept and Styles of Thinking on Brand Extension Evaluation
----------------------------------------------------------------------------------------------------------------- ....43
Lecture 11 (week 6): Aaker & Joachimsthaler (2000) - The brand relationship spectrum:
the key to the brand architecture challenge.
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......................................................................................................................................... 48
Lecture 12 (week 7): Lei et al. (2008) - Negative Spillover in Brand Portfolios: Exploring
the Antecedents of Asymmetric Effects............................................................................54
,Lecture 1 (week 1): Goldfarb (2001) - The Rise Of Lever Brothers and Sunlight Soap
By late 1887, sales of the new brand of “Sunlight” were larger than those of any other single brand
of soap in the United Kingdom. This paper will argue that Sunlight soap’s growth was a result of
the careful management of the Sunlight brand. A brand is a name, term, sign, symbol, or design, or
a combination of them intended to identify the goods and services of one seller or group of sellers
and to differentiate them from those of the competition. The concept of management of both brand
awareness and brand image, was the root of Levers’ success. Brand management involves
coordinating a coherent brand image based on advertising, distribution, and product quality in
addition to ensuring awareness.
Marketing theory: Brand Management
A brand gives value through brand equity: a set of assets and liabilities linked to a brand, its name
and symbol, that adds to or subtracts from the value provided by a product or service to a firm and/
or to that firm’s customers. Aaker defines the asset categories as brand awareness, brand loyalty,
perceived quality, and brand associations. Keller sums up these ideas in two categories: brand
awareness and brand image. Brand awareness is valueless if people do not have a favorable
image of the brand. Advertising is the most obvious form to increase awareness and enhance the
image. Other aspects include consistent quality, pricing policy, non-advertised press, and product
distribution strategy. Successful brand management requires careful molding of all of these into the
brand image.
After deciding to brand, the next step is to build brand equity. The goal is to build assets of brand
awareness and image in order to improve marginal cash flow to the firm through customer loyalty,
premium pricing, entry deterrence, and the reduction of future promotional costs. The process of
building brand equity begins with choosing a name and overall image for the brand that will reflect
the target market. For lever’s Sunlight, the target market was the working-class housewife. The
success of this brand was largely based on focusing on the idea that Sunlight heightens
housewives’ happiness through making their labour lightened.
The soap industry in Britain
In the early nineteenth industry, three technological developments occurred that allowed soap to be
produced consistently on a large scale. These technological improvements led to the mass
production of soap, resulting in lower prices and much higher consumption. There were other
causes of the rapid increase in consumption aside from technology and population growth. The fall
of the taxes, the growth of education among the working classes, creation of free public water
supply systems, increasing wages, and the smoke and grime prevalent in the mine work. All these
factors combined to make the soap industry a rapidly growing one throughout the nineteenth
century.
Creating an image for the Sunlight brand
“The key to successful new product development is to identify an unmet need or desire”. Lever
organized this unmet need to be a mass-marketed national soap brand and decided to meet this need
through Sunlight soap. He thus needed to build op equity to create this strong national brand. The
working class housewife hade to be convinced that soap was not a luxury or semi-necessity but an
indispensable necessity for her home. There were two aspects to this goal:
1. Convince housewives to buy soap through emphasis on hygiene (through door-to-door
salesman and pamphlets)
, 2. Convince them to buy Sunlight soap through emphasis on its particular qualities
(emphasize how Sunlight “heightens housewife happiness” through the ease of washing
with Sunlight).
The image that Lever built for the brand was that Sunlight alone was the friend of the working-
class woman, helping her to do her work more easily and friendly.
Implementing the brand image
He needed to choose a name for his soap and he needed to choose a formula. ‘Sunlight’ was an
name that was not yet taken and could be upheld in court if an imitation came along. The name also
had other benefits. Keller instructs brand managers to choose names that are simple, familiar, and
distinctive. Sunlight satisfies each of these requirements; and it also upholds the image of making
life easier for housewives. It is bright, requires no effort to enjoy, and evokes the image of hanging
clothes out to dry in the sun. The product must also be consistent with the image it projects. The
soap itself was new in some degree, this made it a product innovation but this didn’t explain why
Sunlight remain on top. While the properties (easy to use, a friend of the housewife and could be
use in lukewarm water) of the soap itself were important, it was an understanding of why these
properties were important, and the implementation of these properties within brand image, that led
to Sunlight’s success.
Lever also ensured that the price was reasonable. The price, like the name and the product, was
consistent with the brand image. This consistent image generated much more equity for the brand
than would have been generated through only focusing on building awareness.
The role of advertising
Advertising of Sunlight soap undoubtedly helped the brand awareness aspect of Sunlight’s brand
equity, but awareness and image are complementary. Without a consistent image, the widespread
awareness of the Sunlight brand would be wasted. The success of Sunlight advertising was due to
its consistent and compelling brand image as the soap that made the life of working class women
easier. An example: “Why does a woman look older sooner than a man?” The answer, according to
the advertisement, is that it is the result from washing clothes with other soaps. Sunlight soap is a
friend to the housewife and “the work is so light that a girl of 12 can do a large wash without being
tired” It was the consistency of the advertising message with Sunlight’s distinct brand image that
made it a success.
Maintaining the brand image
The next challenge was to maintain and increase the goodwill. A variety of challenges arose:
o In the wake of Sunlight’s success, a number of imitators arose. Lever fought to protect his
brand with numerous lawsuits against imitators.
o Lever also understood the value of the brand equity he had built in Sunlight. He monitored it
carefully and would not risk destroying it. He even did some simple market research,
employing another of Keller’s rules of marketing: “Marketers should employ tracking studies
to measure consumer knowledge structures over time”. This research involved having his
salesman interview groups of women about their opinions of various soaps.
o When raw materials prices reached an all-time high in late 1906, Lever took a number of
actions that hurt the image of Sunlight as a friend of the housewife. The press made Lever
appear to be the enemy of the working class. Lever promptly cut the amount of soap sold in a
bar of Sunlight from sixteen ounces to fifteen without changing the price. Raw materials prices
, eventually fell and, by the end of the year, he had returned to the sixteen once bar of soap. He
had broken his promise to consumers and was punished for it.
When the Sunlight brand was carefully managed it succeeded, ad when it was not, it failed. In fact,
its high brand awareness may have hurt Sunlight in 1906 and 1907. High brand awareness is only
valuable when accompanied by a positive and coherent brand image.
Supply factors in Sunlight’s growth
Lever also used supply variables to build brand equity. The most visible of these is the creation of
the town of Port Sunlight surrounding his factory. The gigantic scope of the undertaking was
newsworthy, but more weight was placed in the press on the emphasis that he gave to the living
conditions of his workers. The workers were given nice, roomy homes, clean streets, and attentive
doctors. Thus Sunlight’s image as the friend of the working- class women was reiterated through
Port Sunlight itself. Sunlight’s brand equity increased.
The idea of a national distribution network also helped Lever expand his Sunlight brand. Port
Sunlight’s location allowed for cheap water and rail transport to all parts of the UK. It was only
through branding that Lever could create a national market for his product. Effective branding led
to efficient distribution on a national scale.
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